دانلود کتاب مدیریت پروژه هیبریدی

Project managers make progress, change, new ideas, new technologies, and breakthroughs possible. We are a part of every profession and have proven our value through our leadership, ingenuity, courage, and discipline. We have been delivering value to organizations, governments, military, and nonprofits since before there was a profession called project management. In the 1980s and 1990s project management was primarily linear and process driven. There was a heavy emphasis on planning, managing, and controlling project work. We were process driven and documentation heavy. Staying true to the plan, limiting scope changes, and adhering to baselines were the primary means by which we executed and controlled our projects. This approach has come to be known as a waterfall approach because we managed our projects one phase at a time in a linear fashion. By the late 1990s it was becoming clear that this approach worked in some situations, such as building a bridge, but was a recipe for failure in other situations, such as developing software. In 2001 a group of 17 software developers met at a mountain resort and came up with a new approach that was based on four values and 12 principles. They recorded the values and principles in a document called the Agile Manifesto. The Agile Manifesto moved away from heavy up-front planning and embraced evolving scope, collaborative working relationships, and servant leadership. The practices, mindset, and overall approach to creating deliverables was 180 degrees from the waterfall methods. As with most new approaches, some people embraced the practices and mindsets wholeheartedly. In fact, some practitioners became rather evangelical about the Agile mindset and were termed Agilistas. Other practitioners were more along the lines of “Agile in name only.” In other words, they used the Agile terminology but did not fully embrace the mindset. Today the majority of the Agile practitioners conform to Agile practices but perhaps aren’t as fanatical about their implementation as the Agilistas. Twenty years after the Agile Manifesto was first developed, there are many practitioners who find value in the waterfall approach and the Agile approach. These practitioners recognize there are many variables that determine which method to use and that there is rarely a need to be on one end of the spectrum or another. They see significant value in embracing both approaches, using waterfall techniques for some deliverables and Agile techniques for other deliverables. We call this “hybrid project management.” Hybrid project management is about being flexible enough to assess the project, deliverables, environment, and stakeholders to determine the best means to achieve the intended outcomes. Many hybrid projects use a waterfall framework at a high level and apply Agile approaches to specific deliverables as appropriate. It is my opinion that while the servant leadership practice that is a hallmark of Agile is not fully utilized in all hybrid projects, the practice of engagement, collaboration, and facilitation is more prevalent than the command-and- control perspective that was common in the 1980s and 1990s. Thus, we see the industry moving away from the far ends of the project management spectrum and more toward a practice that is inclusive of the best practices from each approach. This book is intended to present a variety of ways to deliver projects. Whether you are a new practitioner or someone with decades of experience, it is my hope that you will find some new ways of practicing our discipline and discover some new techniques you can apply on your projects.