Agile Project Management: Managing for Success by James A. Crowder, Shelli Friess

By James A. Crowder, Shelli Friess

This booklet introduces readers to the idea that of Agile venture administration and permits them to accommodate the calls for and complexities of recent, agile systems/software/hardware improvement groups. The publication examines the project/program supervisor past the innovations of management and goals to hook up with employees' experience of id. The textual content examines human mental suggestions equivalent to “locus of control,” on the way to aid the chief comprehend their group members’ view and the way top to control their “world” contributions. The authors conceal new administration instruments and philosophies for agile systems/software/hardware improvement groups, with a selected specialise in how this pertains to engineering and laptop technological know-how. This publication additionally comprises functional case studies.

* Discusses administration talents wanted as they relate to the advances in software program improvement practices
* Examines find out how to deal with an agile improvement workforce that incorporates groups throughout geographically, ethnically, and culturally assorted backgrounds
* Embraces the entire points of recent administration and management

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Extra resources for Agile Project Management: Managing for Success

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This technique borrowed flow charting concepts from the newly emerged discipline of systems engineering. It pictured graphically how project tasks are linked together by means of dependency relationships. While the Navy engineers had no problem mapping their projects with the PERT format, they were puzzled about how to make estimates of task durations for the pictured tasks. So they went to statisticians for guidance on this matter. The statisticians showed them a clever way of estimating task durations, provided you have a sense of the shortest time, most typical time, and slowest time it might take to do a job.

For example, in pricing a project to be included in a bid, you need more detailed and more accurate figures than you can derive from a conceptual estimate. So resources are released to create this estimate. Even now, however, the dearth of adequate information constrains you in making your estimate. While the preliminary estimate is more accurate than the conceptual estimate, it is still rather crude. O 2003 UMT Preliminary estimates may use either a refined top-down estimating procedure or a crude bottom-up procedure.

40 in revenue. 0. In this case, revenue and expenditures offset each other. You are not making net revenue, but neither are you losing money. O 2003 UMT Consequently, you are facing a breakeven situation. 00 in revenue. Thus you are breaking even. 0. In this case, expenditures outstrip revenue. You are losing money. 8 Interpretation: For each dollar you are spending on this project, you are only gaining 80 cents of revenue. Thus you are losing money. It presents the data in both "raw" numbers and discounted numbers.

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