Agile Project Management(c) How to Succeed in the Face of Changing Project Requirements 

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• 1. Table of Contents

• 2. BackCover

• 3. Agile Project Management - How to Succeed in the Face of Changing Project Requirements

• 4. Preface

  Acknowledgment

• 5. Chapter 1: Defining Agile Project Management

  Overextension

• 6. Planning Versus Execution

  Planning Versus Execution

• 7. The Characteristics of Agile Project Management

  The Characteristics of Agile Project Management Internal Uncertainty External Uncertainty Unique Expertise Speed

• 8. The Focus of This Book

  The Focus of This Book

• 9. Summary

  Summary

• 10. Chapter 2: Determining When to Use Agile Project Management

  Overview

• 11. Criterion 1: Project Environments

  Criterion 1: Project Environments The Operational Project Environment The Technology Development Project Environment The ProductProcess Development Project Environment

• 12. Criterion 2: Organizational Stakeholders

  Criterion 2: Organizational Stakeholders The Single Organization Multiple Organizations Single Company Multiple Organizations

• 13. Summary

  Summary

• 14. Chapter 3: Projects are the Business

  Business Organization

• 15. The Triple Constraint

  The Triple Constraint

• 16. Equating the Project and the Business

  Equating the Project and the Business

• 17. Matrix Management and the Integration of Project and Business Decision Making

  Matrix Management and the Integration of Project and Business Decision Making

• 18. The Project-Driven Organization

  The Project-Driven Organization

• 19. Summary

  Summary

• 20. Chapter 4: The Cross-Functional Team - Organizing for Agility

  Who s Really Leading the Team Anyway?

• 21. What Am I Supposed to Do on This Team, Anyway?

  What Am I Supposed to Do on This Team Anyway?

• 22. Roles and Responsibilities

  Roles and Responsibilities Escalations Helping the Project Team Define Its Roles and Responsibilities

• 23. Meetings

  Meetings

• 24. Communications Plan

  Communications Plan

• 25. Summary

  Summary Cross-Functional Team Leadership Roles and Responsibilities Meetings Team Roles and Responsibilities

• 26. Chapter 5: The Project Manager s Role

  Taking an Outward Perspective Tracking External Trends and Variances

• 27. The Project Manager as Facilitator and Leader

  The Project Manager as Facilitator and Leader

• 28. Alignment and Channeling

  Alignment and Channeling

• 29. Building Relationships with Key Stakeholders

  Building Relationships with Key Stakeholders

• 30. Filling the Gaps

  Filling the Gaps

• 31. Managing the Interactivity

  Managing the Interactivity

• 32. Managing the Plan

  Managing the Plan

• 33. Lessons Learned

  Lessons Learned

• 34. Interpersonal Skills

  Interpersonal Skills

• 35. Summary

  Summary

• 36. Chapter 6: The Agile Project Team

  Common Skills Uncommon Skills

• 37. Working Together, Working Alone

  Working Together Working Alone

• 38. Technical Skills Versus Adaptability

  Technical Skills Versus Adaptability

• 39. Summary

  Summary

• 40. Chapter 7: Planning for Agility

  Overview

• 41. Activities Versus Achievements

  Activities Versus Achievements

• 42. Estimates Versus Commitments

  Estimates Versus Commitments

• 43. Network Diagrams

  Network Diagrams Combining Network Diagrams and Gantt Charts

• 44. An Agile Planning Tool

  An Agile Planning Tool

• 45. Summary

  Summary

• 46. Chapter 8: Approaching Risk in an Agile Environment

  Time to Market Mitigation Contingency

• 47. Organizational Attitude Toward Changing the Plan

  Organizational Attitude Toward Changing the Plan

• 48. Summary

  Summary

• 49. Chapter 9: Management - Creating an Environment of Agility

  Overview

• 50. Upper Management and Project Change

  Upper Management and Project Change

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