By Jim Highsmith

Jim Highsmith is one among a couple of smooth writers who're aiding us comprehend the recent nature of labor within the wisdom economy.-Rob Austin, Assistant Professor, Harvard enterprise School"This is the undertaking administration ebook we have all been ready for-the ebook that successfully combines Agile tools and rigorous venture administration. not just does this booklet support us make experience of undertaking administration during this present international of iterative, incremental Agile tools, yet it is an all-around reliable read!"-Lynne Ellen, Sr. vice chairman & CIO, DTE Energy"Finally a ebook that reconciles the eagerness of the Agile software program move with the wanted disciplines of venture administration. Jim's booklet has supplied a provider to all of us.-Neville R(oy) Singham, CEO, ThoughtWorks, Inc.The international of product improvement is turning into extra dynamic and unsure. Many managers cope by way of reinforcing approaches, including documentation, or additional honing expenses. this is not operating. Highsmith brilliantly publications us into another that matches the times.-Preston G. Smith, valuable, New Product Dynamics/coauthor, constructing items in part the TimeNow, one of many field's best specialists brings jointly the entire wisdom and assets you can use APM on your subsequent undertaking. Jim Highsmith exhibits why APM may be in each manager's toolkit, completely addressing the questions undertaking managers increase approximately Agile methods. He systematically introduces the five-phase APM framework, then offers particular, proventools for each undertaking player. insurance contains: * Six rules of Agile venture administration * the best way to capitalize on rising new product improvement applied sciences * placing buyers on the middle of your venture, the place they belong * developing adaptive groups that reply quick to alterations on your project's "ecosystem" * Which tasks will make the most of APM-and which will not * APM's 5 stages: Envision, Speculate, discover, Adapt, shut * APM practices, together with the Product imaginative and prescient field and undertaking information Sheet * Leveraging your PMI talents in Agile environments * Scaling APM to bigger tasks and groups * for each venture supervisor, group chief, and group member

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Repeatable processes have severe problems with product development projects: precise results are rarely predictable, inputs vary considerably from project to project, and the input-to-output conversions themselves are highly variable. Reliable processes focus on outputs, not inputs. Using a reliable process, team members figure out ways to consistently achieve a given goal even though the inputs vary dramatically. Because of the input variations, the team may not use the same processes or practices from one project, or even one iteration, to the next.

Leaders are leaders not because of what they do, but because of who they are. Authoritarian managers use power, often in the form of fear, to get people to do something their way. Leaders depend for the most part on influence rather than power, and influence derives from respect rather than fear. Respect, in turn, is based on qualities such as integrity, ability, fairness, truthfulness in short, on character. Leaders are part of the project team, and although they are given organizational authority, their real authority isn't delegated top down but earned bottom up.

Sometimes the answers to these questions are the same features, sometimes not, but in certain respects the two questions are just different perspectives on the same issue delivering value. For example, in a planning exercise for a product, there may be a combination of technical risk (a new technology architecture for us) and feature risk (we're not sure what the features should look like). In 38 39 prioritizing features for iteration planning, the team will need to balance a strategy of broad feature implementation early (to reduce feature risk) or in-depth technical development (to reduce technology risk).

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