In the past few years the Project Management Institute (PMI) has been introducing agile methods to project managers in all industries. When software development project teams move to agile methodologies, their project managers are often left feeling as if they've been cast aside. Traditionally trained project managers remain wondering what their new roles and responsibilities should be in an environment that no longer needs them to make stand-alone decisions.
This book, The Software Project Manager's Bridge to Agility, focuses on redefining the job of the software project manager so as to support Agile's self-organizing team environment. Special emphasis is placed on the shift to servant leadership, with its focus on facilitation and collaboration. Mapping of the Project Management Institute's (PMI) Project Management Body of KnowledgeR (PMBOK) best practices to agile practices is discussed at length. After reading this book, project managers should have a better understanding of what changes they need to make professionally and how to make these changes to survive the transition to an agile software development approach.
Preface
Part I An Agile Overview
Chapter 1 What is Agile?
Chapter 2 Mapping from the PMBOKR Guide to Agile
Chapter 3 The Agile Project Lifecycle
Part II The Bridge: Relating PMBOKR Guide Practices to Agile Practices
Chapter 4 Integration Management
Chapter 5 Scope Management
Chapter 6 Time Management
Chapter 7 Cost Management
Chapter 8 Quality Management
Chapter 9 Human Resources Management
Chapter 10 Communications Management
Chapter 11 Risk Management
Chapter 12 Procurement Management
Part III Crossing the Bridge to Agile
Chapter 13 How Will My Role as a Project Manager Change?
Chapter 14 How Will I Work with Other Teams Who Aren't Agile?
Chapter 15 How Can a Project Management Office Support Agile?
Chapter 16 Selling the Benefits of Agile
Chapter 17 Common Mistakes
Appendix A Agile Methodologies
Appendix B Typical Agile Artifacts
Glossary
Bibliography
Index