Agile Project Management: Creating Innovative Products by Jim Highsmith

By Jim Highsmith

Jim Highsmith is considered one of a number of glossy writers who're supporting us comprehend the recent nature of labor within the wisdom economy.-Rob Austin, Assistant Professor, Harvard company School"This is the venture administration booklet we now have all been ready for-the ebook that successfully combines Agile tools and rigorous venture administration. not just does this e-book aid us make feel of undertaking administration during this present international of iterative, incremental Agile tools, yet it truly is an all-around stable read!"-Lynne Ellen, Sr. vice president & CIO, DTE Energy"Finally a e-book that reconciles the fervour of the Agile software program move with the wanted disciplines of venture administration. Jim's ebook has supplied a carrier to all of us.-Neville R(oy) Singham, CEO, ThoughtWorks, Inc.The global of product improvement is turning into extra dynamic and unsure. Many managers cope by way of reinforcing tactics, including documentation, or additional honing expenditures. this is not operating. Highsmith brilliantly courses us into an alternate that matches the times.-Preston G. Smith, important, New Product Dynamics/coauthor, constructing items in part the TimeNow, one of many field's major specialists brings jointly all of the wisdom and assets you should utilize APM on your subsequent venture. Jim Highsmith indicates why APM might be in each manager's toolkit, completely addressing the questions undertaking managers elevate approximately Agile ways. He systematically introduces the five-phase APM framework, then provides particular, proventools for each undertaking player. assurance comprises: * Six ideas of Agile venture administration * tips to capitalize on rising new product improvement applied sciences * placing clients on the heart of your venture, the place they belong * growing adaptive groups that reply speedy to adjustments on your project's "ecosystem" * Which tasks will take advantage of APM-and which will not * APM's 5 levels: Envision, Speculate, discover, Adapt, shut * APM practices, together with the Product imaginative and prescient field and undertaking info Sheet * Leveraging your PMI talents in Agile environments * Scaling APM to bigger tasks and groups * for each undertaking supervisor, staff chief, and workforce member

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4] [4] For more on Lean Development, see (Poppendieck and Poppendieck 2003). Necessary Compliance It is important to note that there are good reasons for some compliance activities we just need to keep them from impeding progress. Project managers can add value to a project by handling compliance issues well. Every organization, every company, every project team has legitimate compliance issues. For example, in the automotive industry, an enormous volume of documentation must be retained for potential product liability lawsuits and government crash investigations.

Unfortunately, many managers and process designers don't like the answers they receive. A colleague recently recounted a story that illustrates the trouble (along with confusion about "empowerment") that this confusion between delivery and compliance can cause. In a company he previously worked for, senior managers decided to "empower" employees, so they pushed all the project management activities down to the engineers. Now, rather than designing products, engineers spent much of their time on budgeting, status reporting, and other administrivia that project managers had previously handled.

Building process frameworks that don't succumb to Gall's axioms is difficult. Agile frameworks do need minimal documentation and a mechanism to convey knowledge about project success and failure to others in the organization. The answer isn't eliminating either documentation or process, but approaching both from a simplified, lean, barely sufficient, just-enough perspective. Streamlining processes, targeting a level of bare sufficiency, and recognizing the difference between compliance and delivery activities (although some activities have aspects of both that aren't always easy to separate) will pay big dividends in delivering value to customers faster and at a lower cost.

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