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Agile Project Management: Creating Innovative Products

by

Agile Project Management: Creating Innovative Products Cover

 

Synopses & Reviews

Publisher Comments:

Foreword by Israel Gat

 

The Agile Software Development Series

Cockburn • Highsmith

Series Editors

 

Creating Innovative Products

 

Software Development/Agile

 

Best practices for managing projects in agile environments–now updated with new techniques for larger projects

 

Today, the pace of project management moves faster. Project management needs to become more flexible and far more responsive to customers. Using Agile Project Management (APM), project managers can achieve all these goals without compromising value, quality, or business discipline. In Agile Project Management, Second Edition, renowned agile pioneer Jim Highsmith thoroughly updates his classic guide to APM, extending and refining it to support even the largest projects and organizations.

 

Writing for project leaders, managers, and executives at all levels, Highsmith integrates the best project management, product management, and software development practices into an overall framework designed to support unprecedented speed and mobility. The many topics added in this new edition include incorporating agile values, scaling agile projects, release planning, portfolio governance, and enhancing organizational agility. Project and business leaders will especially appreciate Highsmith’s new coverage of promoting agility through performance measurements based on value, quality, and constraints.

 

This edition’s coverage includes:

  • Understanding the agile revolution’s impact on product development
  • Recognizing when agile methods will work in project management, and when they won’t
  • Setting realistic business objectives for Agile Project Management
  •  Promoting agile values and principles across the organization
  • Utilizing a proven Agile Enterprise Framework that encompasses governance, project and iteration management, and technical practices
  • Optimizing all five stages of the agile project: Envision, Speculate, Explore, Adapt, and Close
  • Organizational and product-related processes for scaling agile to the largest projects and teams
  • Agile project governance solutions for executives and management
  •  The “Agile Triangle”: measuring performance in ways that encourage agility instead of discouraging it
  • The changing role of the agile project leader

 

Jim Highsmith is a founding member of the AgileAlliance,

co-author of the Agile Manifesto, and director of the Agile Project Management Advisory Service for

the Cutter Consortium. He consults with development organizations throughout the U.S., Europe, Canada, South Africa, Australia, Japan, India, and New Zealand on accelerating development in today’s increasingly complex, uncertain environments. Highsmith is author of Adaptive Software Development, winner of the 2000 Jolt Award, and (with Alistair Cockburn) co-editor of The Agile Software Development Series. He has more than 25 years’ experience as an IT manager, product manager, project manager, consultant, and software developer.

 

 

 

 

Book News Annotation:

Agile pioneer Highsmith has 30-plus years of experience as an IT manager, product manager, project manager, consultant, and software developer. The 13th text in the Agile Software Development Series--a series co-edited by Highsmith--this book provides project leaders, managers, and executives at all levels with an in-depth look at the four main aspects of Agile Project Management (APM)--opportunity, values, frameworks, and practices--and how to use APM to turn visions into products. The second edition has been revised to reflect continuing business change, maturing of the agile movement over the past five years, the trend to large and distributed agile projects, and the formation of the Agile Project Leadership Network for agile leaders. It features new and updated material on agile values, scaling agile projects, advanced release planning, project governance, and performance measurement. Annotation ©2009 Book News, Inc., Portland, OR (booknews.com)

Synopsis:

Best practices for managing projects in agile environments—now updated with new techniques for larger projects

Today, the pace of project management moves faster. Project management needs to become more flexible and far more responsive to customers. Using Agile Project Management (APM), project managers can achieve all these goals without compromising value, quality, or business discipline. In Agile Project Management, Second Edition, renowned agile pioneer Jim Highsmith thoroughly updates his classic guide to APM, extending and refining it to support even the largest projects and organizations.

 

Writing for project leaders, managers, and executives at all levels, Highsmith integrates the best project management, product management, and software development practices into an overall framework designed to support unprecedented speed and mobility. The many topics added in this new edition include incorporating agile values, scaling agile projects, release planning, portfolio governance, and enhancing organizational agility. Project and business leaders will especially appreciate Highsmith’s new coverage of promoting agility through performance measurements based on value, quality, and constraints.

 

This edition’s coverage includes:

  • Understanding the agile revolution’s impact on product development
  • Recognizing when agile methods will work in project management, and when they won’t
  • Setting realistic business objectives for Agile Project Management
  •  Promoting agile values and principles across the organization
  • Utilizing a proven Agile Enterprise Framework that encompasses governance, project and iteration management, and technical practices
  • Optimizing all five stages of the agile project: Envision, Speculate, Explore, Adapt, and Close
  • Organizational and product-related processes for scaling agile to the largest projects and teams
  • Agile project governance solutions for executives and management
  •  The “Agile Triangle”: measuring performance in ways that encourage agility instead of discouraging it
  • The changing role of the agile project leader

 

 

 

 

About the Author

Jim Highsmith directs Cutter Consortium’s agile consulting practice. He has over 30 years experience as an IT manager, product manager, project manager, consultant, and software developer. Jim is the author of Agile Project Management: Creating Innovative Products, Addison Wesley 2004; Adaptive Software Development: A Collaborative Approach to Managing Complex Systems, Dorset House 2000 and winner of the prestigious Jolt Award, and Agile Software Development Ecosystems, Addison Wesley 2002. Jim is the recipient of the 2005 international Stevens Award for outstanding contributions to systems development.

 

He is also co-editor, with Alistair Cockburn, of the Agile Software Development Series of books from Addison Wesley. Jim is a coauthor of the Agile Manifesto, a founding member of The Agile Alliance, coauthor of the Declaration Interdependence for project leaders, and cofounder and first president of the Agile Project Leadership Network. A frequent speaker at conferences worldwide, Jim has published dozens of articles in major industry publications.

 

Jim has consulted with IT and product development organizations and software companies in the U.S., Europe, Canada, South Africa, Australia, Japan, India, and New Zealand to help them adapt to the accelerated pace of development in increasingly complex, uncertain environments. Jim’s areas of consulting include the areas of Agile Software Development, Project Management, and Collaboration. He has held technical and management positions with software, computer hardware, banking, and energy companies. Jim holds a B.S. in electrical engineering and an M.S. in management.

 

Table of Contents

'

Chapter 1                     The Agile Revolution

Chapter 2                     Value Over Constraints

Chapter 3                     Teams over Tasks

Chapter 4                     Adapting over Conforming

Chapter 5                     An Agile Project Management Model

Chapter 6                     The Envision Phase

Chapter 7                     The Speculate Phase

Chapter 8                     Advanced Release Planning

Chapter 9                     The Explore Phase

Chapter 10                   The Adapt and Close Phases

Chapter 11                   Scaling Agile Projects

Chapter 12                   Governing Agile Projects

Chapter 13                   Measuring Agile Performance

Chapter 14                   Reliable Innovation

 

Bibliography\n

'

Product Details

ISBN:
9780321658395
Author:
Highsmith, Jim
Publisher:
Addison-Wesley Professional
Author:
Highsmith, James A.
Subject:
Software engineering
Subject:
Agile software development - Management
Subject:
Software Development & Engineering - General
Subject:
Programming - General
Subject:
Programming - Software Development
Subject:
Software Engineering-General
Copyright:
Edition Description:
Trade paper
Series:
Agile Software Development Series
Publication Date:
July 2009
Binding:
TRADE PAPER
Grade Level:
Professional and scholarly
Language:
English
Illustrations:
Y
Pages:
432
Dimensions:
9.30x7.30x.89 in. 1.59 lbs.

Related Subjects

Business » Management
Children's » Activities » General
Computers and Internet » Software Engineering » General
Computers and Internet » Software Engineering » Object Oriented Programming
Computers and Internet » Software Engineering » Programming and Languages
Computers and Internet » Software Engineering » Project Management
Computers and Internet » Software Engineering » Software Management
Reference » Science Reference » Philosophy of Science
Science and Mathematics » Mathematics » General
Travel » General

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"Synopsis" by ,

Best practices for managing projects in agile environments—now updated with new techniques for larger projects

Today, the pace of project management moves faster. Project management needs to become more flexible and far more responsive to customers. Using Agile Project Management (APM), project managers can achieve all these goals without compromising value, quality, or business discipline. In Agile Project Management, Second Edition, renowned agile pioneer Jim Highsmith thoroughly updates his classic guide to APM, extending and refining it to support even the largest projects and organizations.

 

Writing for project leaders, managers, and executives at all levels, Highsmith integrates the best project management, product management, and software development practices into an overall framework designed to support unprecedented speed and mobility. The many topics added in this new edition include incorporating agile values, scaling agile projects, release planning, portfolio governance, and enhancing organizational agility. Project and business leaders will especially appreciate Highsmith’s new coverage of promoting agility through performance measurements based on value, quality, and constraints.

 

This edition’s coverage includes:

  • Understanding the agile revolution’s impact on product development
  • Recognizing when agile methods will work in project management, and when they won’t
  • Setting realistic business objectives for Agile Project Management
  •  Promoting agile values and principles across the organization
  • Utilizing a proven Agile Enterprise Framework that encompasses governance, project and iteration management, and technical practices
  • Optimizing all five stages of the agile project: Envision, Speculate, Explore, Adapt, and Close
  • Organizational and product-related processes for scaling agile to the largest projects and teams
  • Agile project governance solutions for executives and management
  •  The “Agile Triangle”: measuring performance in ways that encourage agility instead of discouraging it
  • The changing role of the agile project leader

 

 

 

 

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