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Agile Portfolio Managment

Book Description

Agile development processes foster better collaboration, innovation, and results. So why limit their use to software projects—when you can transform your entire business?

Written by agile-mentoring expert Jochen Krebs, this book illuminates the opportunities—and rewards—of applying agile processes to your overall IT portfolio.

Whether project manager, business analyst, or executive—you’ll understand the business drivers behind agile portfolio management. And learn best practices for optimizing results.

Use agile processes to align IT and business strategy

  • Adapt and extend core agile processes

  • Orchestrate the collaboration between IT and business vision

  • Eliminate wish-list driven requirements, and manage expectations instead

  • Optimize the balance of projects, resources, and assets in your portfolio

  • Use metrics to communicate project status, quality, even team morale

  • Create a portfolio strategy consistent with the goals of the organization

  • Achieve organizational and process transparency

  • Manage your business with agility—and help maximize the returns!

  • Table of Contents

    1. Special Upgrade Offer
    2. Praise for <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:pls="http://www.w3.org/2005/01/pronunciation-lexicon" xmlns:ssml="http://www.w3.org/2001/10/synthesis" xmlns:svg="http://www.w3.org/2000/svg" class="emphasis"><em>Agile Project Management</em></span>
    3. Acknowledgments
    4. Introduction
      1. Part I: Agile for Managers
      2. Part II: Defining, Planning, and Measuring Portfolios
      3. Part III: Organization and Environment
      4. Who Is This Book For?
      5. Find Additional Content Online
      6. Support for This Book
      7. Questions and Comments
    5. I. Agile for Managers
      1. 1. Motivations
        1. Managing Expectations
          1. Late Changes
          2. Requirements Paralysis
          3. Ambiguity
          4. Too Many Requirements
          5. Too Few Requirements
          6. Change Control Board
        2. Time to Market
        3. Innovation
        4. Funding
        5. Summary
      2. 2. Agile Software Development
        1. Definitions
          1. What Is Agile?
          2. Agile Processes
            1. Extreme Programming
            2. Scrum
            3. Dynamic Systems Development Method
            4. Lean Development
            5. Unified Process
            6. Crystal Clear
          3. Agile Manifesto
          4. Agile Alliance
          5. Agile Project Leadership Network
        2. Key Practices of Agile Development
          1. Iterative-Incremental Development
          2. Test-Driven Development
          3. Continuous Integration
          4. Face-to-Face Communication
        3. Things You Observe in an Agile Project
          1. Pair Programming
          2. Daily Stand-Up Meetings
          3. Stories About Requirements
          4. Team Rooms
          5. Frequent Releases
          6. Self-Organized Teams
        4. Summary
      3. 3. Project Management
        1. Traditional Project Management
          1. Work-Breakdown Structures
          2. Gantt Charts
          3. Critical Path Analyses
          4. Project Reports
          5. Summary About Challenges
        2. Agile Project Management
          1. Project Management Declaration of Interdependence
        3. Roles and Responsibilities
          1. Roles
            1. Project Manager
            2. Scrum Master
            3. Business Analyst
            4. Product Owner
            5. Project Team
          2. Responsibilities
            1. Removing Impediments
            2. Iteration Planning
            3. Retrospectives
            4. Estimation
            5. Reporting
            6. Daily Stand-Up Meeting
            7. Leading
        4. Summary
    6. II. Defining, Planning, and Measuring Portfolios
      1. 4. Foundation
        1. Facts
        2. Organization
          1. Functional Organization
          2. Projectized Organization
          3. Matrix Organization
        3. Composite Structure
        4. Project Management Office
        5. Terms and Definitions
          1. Project
          2. Program
          3. Portfolio
        6. Stakeholders
        7. Goals
          1. Too Many Projects
          2. Projects Rarely Get Terminated
          3. Not Enough Resources Are Available
          4. Lack of Metrics
          5. No Vision
        8. Summary
      2. 5. Metrics
        1. Metrics
          1. Progress (Velocity)
            1. Story Points
            2. Use-Case Points
              1. Unadjusted Use Case Points
              2. Technical Complexity Factor
              3. UCP
              4. Total Estimate
              5. Experiences with the Application of the Use-Case Point Estimation
            3. Other Estimation Techniques
              1. Expert Method
              2. Bottom-Up Method
              3. Analogous
              4. Cocomo (COnstructive COst Model)
              5. Function Points
              6. Wide-Band-Delphi
          2. Quality
            1. Quality Metrics
              1. Automated Quality Metrics
              2. Total Number of Defects
              3. Ratio Between Total Number of Test Cases and Open Defects
              4. Unit-Test Code Coverage
              5. Total Number of Unit Tests
              6. Manual Quality Metrics
          3. Team Morale
            1. The Morale Barometer
            2. Team Survey
        2. Reporting
          1. Status Report
            1. Schedule
            2. Key Issues
            3. Requirements
            4. Risks
            5. Change Control
            6. Comments
            7. Technical Information
          2. Interpretation
        3. Summary
      3. 6. Return on Investment
        1. Goals and Objectives
        2. The Increment
        3. Financial Models
          1. Payback Period
          2. Net Present Value (NPV)
          3. Internal Rate of Return
          4. Cost-Benefit Analysis
        4. Benefits Provided by Projects
          1. Decreasing Benefits
          2. Benefits Deadline
          3. Increasing Benefits
        5. Risks
        6. Technology
        7. Summary
      4. 7. Project Portfolio Management
        1. Balancing the Project Portfolio
          1. Avoid Pursuing Too Many Projects at Once
            1. Understanding the Productivity Costs of Having Too Many Projects
            2. Reducing the Administrative Overhead Caused by Multiple Active Projects
            3. Finding Closure; Avoiding Gold-Plating
          2. Balance Your Portfolio with Risky and Rewarding Projects
            1. Managing the Evolution of an Agile Portfolio from a Risk-Reward Perspective
            2. Evaluating the Costs of Project Switching
          3. Balance a Portfolio with Visionary Projects
          4. Avoid Small Projects That Limit Vision and Impede Development
            1. Testing the Waters by Starting Small
        2. Initiating a Project
          1. Implementing a Process for Collecting Ideas
          2. Presenting the Business Case
          3. Assessing a Business Case
          4. Collecting and Managing Proposals
          5. Competitive Projects: May the Best Project Win
        3. Selecting a Project
          1. Go/No-Go
          2. Pausing a Project
          3. Accelerating a Project
        4. Summary
      5. 8. Resource Portfolio Management
        1. Balancing the Resource Portfolio
          1. Lack of Vision
          2. Too Many Projects and Not Enough Resources
          3. Projects Require Different Skills
          4. Lack of Feedback from Resources
        2. Roles and Resource Pools
        3. Skills Transfer
          1. Agile Training
          2. Mentoring
        4. Globally Distributed Development
        5. Corporate Networks
        6. Certification
        7. Summary
      6. 9. Asset Portfolio Management
        1. Balancing the Asset Portfolio
          1. First It’s an Asset, and Then It’s a Roadblock
          2. Is <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:pls="http://www.w3.org/2005/01/pronunciation-lexicon" xmlns:ssml="http://www.w3.org/2001/10/synthesis" xmlns:svg="http://www.w3.org/2000/svg" class="emphasis"><em>Built to Last</em></span> a Positive Attribute? a Positive Attribute?
          3. Total Cost of Ownership
        2. Summary
      7. 10. Portfolios in Action
        1. The Portfolio Dashboard
        2. A Sample Scenario
          1. First Iteration
          2. Second Iteration
          3. Third Iteration
        3. Summary
    7. III. Organization and Environment
      1. 11. Portfolio Management Using Scrum
        1. Overview of Scrum
          1. Scrum Challenges
        2. Portfolio Backlogs
          1. Project Portfolio Backlog
          2. Resource Portfolio Backlog
          3. Asset Portfolio Backlog
        3. Roles
          1. Portfolio Owner
          2. Portfolio Master
          3. Portfolio Manager
        4. Activities
          1. Portfolio Sprint Planning Meeting
          2. Portfolio Scrum Meeting
          3. Portfolio Sprint Review Meeting
        5. Metrics
        6. Scrum Certification
        7. Summary
      2. 12. Project Management Office
        1. The Challenges of Managing Agile Projects
          1. Agile Project Teams Are Empowered and Self-Organized
          2. Agile Processes Are Empirical
          3. Milestones Monitoring vs. Progress Reporting
          4. Best Practices for Project Management
          5. Defining the Roles and Responsibilities of an Agile PMO
          6. The PMO and Portfolio Management
          7. Choosing the Right Tool for the Agile Job
          8. Overhead and Profits
          9. Applying Models, Standards, and Regulations in an Agile Environment
        2. Getting the Most from Your PMO
          1. Mentoring
          2. Staffing
          3. Training
          4. Manuals and Release Notes
          5. Release Teams
          6. Metrics
          7. Status
          8. Portfolios
        3. Summary
    8. Additional Resources
      1. Books and Articles
      2. Web Sites
    9. Jochen Krebs
    10. Index
    11. About the Author
    12. Special Upgrade Offer
    13. Copyright