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

By James A. Crowder, Shelli Friess

This publication introduces readers to the idea that of Agile venture administration and allows them to house the calls for and complexities of recent, agile systems/software/hardware improvement groups. The ebook examines the project/program supervisor past the techniques of management and goals to hook up with employees' experience of id. The textual content examines human mental recommendations reminiscent of “locus of control,” to be able to aid the chief comprehend their workforce members’ view and the way most sensible to control their “world” contributions. The authors disguise new administration instruments and philosophies for agile systems/software/hardware improvement groups, with a selected specialize in how this pertains to engineering and computing device technology. This publication additionally comprises functional 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 workforce that comes with groups throughout geographically, ethnically, and culturally assorted backgrounds
* Embraces the entire elements of recent administration and management

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Chapter 4 Productivity Tools for the Modern Team Providing an agile development team with tools to be productive goes beyond handing each one of them a laptop with compilers. Communication and collaboration tools, whether face-to-face or geographically diverse, are crucial in modern teams. Here we discuss collaboration tools and other tools that will be crucial today and in the future. We will discuss three major types of productivity tools for agile development programs/projects: 1. Productivity tools for the Agile Manager 2.

22 2 The Psychology of Agile Team Leadership 3. Lack of Commitment: A lack of commitment to either the agile development team or the agile process in general can destroy an agile program/project before it gets started. Observing a low quality of work, absenteeism, lack of willingness to communicate, or constantly seeming to be overwhelmed by the volume of work may be indications of a lack of commitment. The Agile Manager needs to understand the developer’s reasons for the lack of commitment, clarifying for the developer what is expected, clearing up any misconceptions the developer may have.

5. Inattention to Results: Some developers like the agile team process because they feel they can just write code and let other people worry about the details, results, testing, etc. But, it is vitally important that the entire team focus on the results: working, error-free code with capabilities required for each Sprint that can be demonstrated. If any of the developers/team members are not focused on the results, the team will never develop a good agile development rhythm. Also, one member being inattentive to details and results will breed mistrust between the members, reducing the effectiveness of the team(s).

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