By James A. Crowder, Shelli Friess
Management and allows them to accommodate the calls for and complexities of recent, agile systems/software/hardware improvement groups. The booklet examines the project/program supervisor past the innovations of management and goals to hook up with staff' feel of id. The textual content examines human mental innovations resembling “locus of control,” in order to support the executive comprehend their group participants’ view and the way most sensible to regulate their “world” contributions. The authors conceal new administration instruments and philosophies for agile systems/software/hardware improvement groups, with a particular specialize in how this pertains to engineering and machine technology. This ebook additionally comprises useful case studies.
- Discusses administration talents wanted as they relate to the advances in software program improvement practices
- Examines the right way to deal with an agile improvement staff that incorporates groups throughout geographically, ethnically, and culturally assorted backgrounds
- Embraces all the features of recent administration and leadership
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Extra resources for Agile Project Management: Managing for Success
3. 4. 5. 6. 2 Productivity Tools for the Agile Developer In his work on Global Software Development, Iyengar  explains that the rapid increase in agile software development has led to an explosion of productivity tools. Most are geared at the Agile Manager, but tools are needed to enhance collaboration and cooperation among agile team members, whether they are collocated or in different continents. If the Agile Manager has not fully adopted the philosophy of the agile process, productivity tools provided to agile team members may be limited to software tools like Microsoft Project©, spreadsheets like Microsoft Excel©, or tools like OneNote©.
6 illustrates this recurring agile Sprint development rhythm. 6 illustrates the recursive nature of the agile development process. Once the initial project vision and initial scope has been established (with stakeholder buy-in), the teams are selected, the initial number and length of Sprints are determined, IT environments established, and the initial Sprint is initiated. From Sprint 0, the agile development program/project continues through the center two blocks shown in Fig. 6 until the program/project is completed and it is time for final product release.
As mentioned, when problems arise, or requirement changes happen, it drives a replan of the program schedule and a re-estimation of costs to complete the program/project, either an Estimate at Completion (EAC) or an Estimate to Complete (ETC) or both. A new program plan must be put in place, new budgets and schedule, and the development cycle restarts, as illustrated in Fig. 3. , that are affected must be reworked, replanned, rescheduled, and a new baseline budget and schedule created for execution.