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

By James A. Crowder, Shelli Friess

Management and permits them to house the calls for and complexities of contemporary, agile systems/software/hardware improvement groups. The e-book examines the project/program supervisor past the recommendations of management and goals to connect with staff' experience of id. The textual content examines human mental techniques similar to “locus of control,” in order to support the chief comprehend their workforce participants’ view and the way most sensible to regulate their “world” contributions. The authors hide new administration instruments and philosophies for agile systems/software/hardware improvement groups, with a selected specialize in how this pertains to engineering and machine technology. This e-book additionally contains useful case studies.

  • Discusses administration talents wanted as they relate to the advances in software program improvement practices
  • Examines the way to deal with an agile improvement crew that comes with groups throughout geographically, ethnically, and culturally assorted backgrounds
  • Embraces the entire elements of contemporary administration and leadership

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Extra resources for Agile Project Management: Managing for Success

Sample text

Realization of this environment is crucial to overall efficiency and success. Increased collaboration and increased capture of artifacts help increase quality, since all development teams and individuals understand the end goal of the system, increasing the efficiency of software integration after each Sprint. Many managers believe the push to increase quality increases cost of development, and it should be left to the built-in time after each Sprint to handle software deficiencies (bugs). However, this is a fallacy, as increasing quality without increasing cost is possible.

Third, the atmosphere and methodologies should provide increased quality up front; quality should be built into the test-driven design and implementation, not forced in by fixing the code after the Sprints. 3 The Future of Agile Development Productivity Tools So what does the future hold for agile development teams that will enhance their productivity? Productivity tools that are geared to software engineers engaged in agile development must take a paradigm shift in foundation. Instead of processcentral tools, developers need people-centric productivity tools (see Fig.

6 Creating a Stable Team Membership: Containing Entropy 21 Fig. 7 The Agile Manager’s response to team dysfunctions dysfunctions, creating a team that works together, in Empowered independence and dependence, to develop software in an efficient agile environment. As depicted in Fig. 7, for each of the agile team dysfunctions described in Fig. 6, Fig. 7 illustrates the Agile Manager’s response required to eliminate the dysfunction and allow the agile development teams to function effectively and efficiently: 1.

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