دانلود کتاب راهنمای مدیر پروژه برای تسلط بر Agile

THE PROJECT MANAGEMENT PROFESSION is going through rapid and profound changes due to the widespread influence of Agile: It is becoming very apparent that the classical plan-driven approach to project management that has been the predominantly accepted way of doing project management for a long time is no longer the only way to do project management:

Rather than force-fitting all projects to a classical plan-driven project management approach, it is much better to fit the approach to the nature of the project.

It’s particularly important to develop an adaptive approach for projects that have a high level of uncertainty and/or where creativity and innovation are more important than planning and control to achieve predictability. Those changes are likely to dramatically change the role of project managers in many environments as we have known them, raise the bar for the entire project management profession, and perhaps even eliminate the role of some Project Managers as we have known them. From an Agile perspective, there have also been some equally significant changes:

Agile and Scrum have grown over the years from a focus on small, single-team projects to much larger and more complex enterprise-level projects requiring multiple teams.

That has made it evident that scaling Agile for that kind of project requires some kind of overall management framework which might include some kind of project/program management. In both of these environments, there is a recognition that well-defined and prescriptive “cookbook” approaches are no longer effective for dealing with the complexity of these challenges. Instead, there is a need to focus on defining principles that need to be interpreted in the context of a given situation:

In an Agile environment, both the Scaled Agile Framework and Disciplined Agile Delivery have moved away from relatively well-defined frameworks to a more flexible, principles-based approach.

In a classical plan-driven project management environment, PMBOK® version 7 has moved away from previous versions of PMBOK® that attempted to define a checklist of things to do in almost every conceivable project management situation to a less well-defined principles-based approach. The movement to a principles-based approach in both of these environments will require a lot more judgment and skill for determining and implementing the right approach for a particular project. It is critical for Project Managers and the Project Management Profession, as a whole, to be proactive, anticipate the most likely impact of these challenges, and adapt accordingly. It is also important for the Agile community to recognize the need to scale an Agile approach for managing large, complex enterprise-level projects. This raises a number of questions including:

What is the role of project management in an Agile project?

Are classical project management principles and practices in conflict with Agile principles and practices?

What needs to be done to extend Agile principles and practices to larger and more complex enterprise-level projects requiring multiple teams?

How does a typical Project Manager shape his or her career to move in a more Agile direction? Those are the needs and challenges that this book is intended to address. This book should be of value to both project managers and Agile professionals to develop a more integrated approach.