Agile for Project Managers by Denise Canty

By Denise Canty

This booklet outlines the agile venture administration method. It provides common agility strategies and doesn't practice to anybody specific technique; but the concentration of the e-book aligns with the undertaking administration Institute’s (PMI) Agile qualified Practitioner (ACP). The e-book makes a speciality of the undertaking administration section of agility, targeting criteria, certifications, and undeniable agile. This booklet will help the qualified undertaking supervisor with the transition to agile undertaking administration and may not directly organize readers with the fundamental wisdom had to move the PMI-ACP examination.

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2. We deliver reliable results by engaging customers in frequent interactions and shared ownership. Not only is engaging the customer good business, it helps develop and build relationships. Frequent interactions with the customer support the delivery of a product that meets or exceeds expectations. When the customer is engaged and sharing ownership of the project, the results are undoubtedly reliable. 3. We expect uncertainty and manage for it through iterations, anticipation, and adaptation. Agile methods do not rely on plans to guide projects.

This chapter discusses two agile methods only: Scrum and XP. There are in fact other agile methods, however, this chapter discusses the two methods that are considered to be the most popular. Additional agile methods are covered in Chapter 17. * Scrum is considered to be a lightweight agile method that uses practices, events, roles, artifacts, and rules for project execution. This method is supported by three “pillars” that guide all facets of the Scrum project: 1. Transparency: Everything on a Scrum project is visible to all who have a stake in the outcome.

According to agile methods, when people are given the chance to self-­manage themselves, they produce better work. This includes the best architectures, requirements, and designs. The best work is developed by those who are the originators of the work. Why is this so? Self-­managing teams with the ability to make their own * Griffiths, M. (2012). 16 • Agile for Project Managers decisions take pride in ownership of their work. One reason for this is because these teams are free to work in the manner that suits them without unnecessary interference from others such as the customer and the business people.

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