Introduction 1 About This Book 1 Foolish Assumptions 1 Icons Used in This Book 2 Beyond the Book 2 Where to Go from Here 3 Part 1: Understanding Agility 5 Chapter 1: Modernizing Project Management 7 Project Management Needed a Makeover 8 The origins of modern project management 8 The problem with the status quo 9 Introducing Agile Project Management 11 How agile projects work 14 Agile Project Management is Becoming Agile Product Management 16 Differences between managing a project versus developing a product 16 Why agile product development works better 18 Chapter 2: Applying the Agile Manifesto and Principles 21 Understanding the Agile Manifesto 21 Outlining the Four Values of the Agile Manifesto 24 Value 1: Individuals and interactions over processes and tools 25 Value 2: Working software over comprehensive documentation 26 Value 3: Customer collaboration over contract negotiation 28 Value 4: Responding to change over following a plan 29 Defining the 12 Agile Principles 30 Agile principles of customer satisfaction 32 Agile principles of quality 34 Agile principles of teamwork 36 Agile principles of product development 38 Adding the Platinum Principles 42 Resisting formality 42 Thinking and acting as a team 43 Visualizing rather than writing 44 Changes as a Result of Agile Values 45 The Agile Litmus Test 47 Chapter 3: Why Being Agile Works Better 49 Evaluating Agile Benefits 49 How Agile Approaches Beat Historical Approaches 54 Greater flexibility and stability 55 Reduced nonproductive tasks 57 Higher quality, delivered faster 60 Improved team performance 61 Tighter control 62 Faster and less costly failure 63 Why People Like Being Agile 64 Executives 64 Product development and customers 65 Management 66 Development teams 67 Chapter 4: Agility is about Being Customer Focused 69 Knowing Your Customers 69 Common methods for identifying your customer 71 Figuring Out the Problem Your Customer Needs to Solve 79 Using the scientific method 79 Failing early is a form of success 81 Defining customer-focused business goals 82 Story mapping 83 Liberating structures -- simple rules to unleash a culture of innovation 83 Understanding Root Cause Analysis 84 Pareto rule 85 Five why''s 86 Ishikawa (fishbone) 87 Part 2: Being Agile 89 Chapter 5: Agile Approaches 91 Diving under the Umbrella of Agile Approaches 91 Reviewing the Big Three: Lean, Scrum, and Extreme Programming 95 An overview of lean 95 An overview of scrum 100 An overview of extreme programming 105 Putting It All Together 107 Chapter 6: Agile Environments in Action 109 Creating the Physical Environment 110 Collocating the team 110 Setting up a dedicated area 112 Removing distractions 113 Low-Tech Communicating 114 High-Tech Communicating 116 Choosing Tools 118 The purpose of the tool 119 Tools that encourage the success of forced team dislocation 119 Organizational and compatibility constraints 121 Chapter 7: Agile Behaviors in Action 123 Establishing Agile Roles 123 Product owner 124 Development team member 128 Scrum master 130 Stakeholders 132 Agile mentor 134 Establishing New Values 134 Commitment 135 Focus 136 Openness 137 Respect 138 Courage 138 Changing Team Philosophy 139 Dedicated team 140 Cross-functionality 141 Self-organization 143 Self-management 144 Size-limited teams 146 Ownership 147 Chapter 8: The Permanent Team 149 Enabling Long-Lived Product Development Teams 149 Leveraging long-term knowledge and capability 150 Navigating Tuckman''s phases to performance 151 Focusing on fundamentals 153 Creating a working agreement 154 Enabling Autonomy, Mastery, and Purpose 155 Autonomy 155 Mastery 155 Purpose 156 Highly aligned and highly autonomous teams 157 Building Team Knowledge and Capability 157 Part 3: Agile Planning and Execution 159 Chapter 9: Defining the Product Vision and Product Roadmap 161 Agile Planning 162 Progressive elaboration 164 Inspect and adapt 165 Defining the Product Vision 165 Step 1: Developing the product objective 167 Step 2: Creating a draft vision statement 167 Step 3: Validating and revising the vision statement 169 Step 4: Finalizing the vision statement 170 Creating a Product Roadmap 171 Step 1: Identifying product stakeholders 172 Step 2: Establishing product requirements 173 Step 3: Arranging product features 175 Step 4: Estimating efforts and ordering requirements 176 Step 5: Determining high-level time frames 180 Saving your work 180 Completing the Product Backlog 180 Chapter 10: Planning Releases and Sprints 183 Refining Requirements and Estimates 183 What is a user story? 184 Steps to create a user story 186 Breaking down requirements 190 Estimation poker 192 Affinity estimating 195 Release Planning 197 Preparing for Release 200 Preparing the product for deployment 201 Prepare for operational support 201 Preparing the organization 203 Preparing the marketplace 204 Sprint Planning 205 The sprint backlog 206 The sprint planning meeting 207 Chapter 11: Working throughout the Day 215 Planning Your Day: The Daily Scrum 215 Tracking Progress 219 The sprint backlog 219 The task board 222 Agile Roles in the Sprint 224 Keys for daily product owner success 225 Keys for daily development team member success 226 Keys for daily scrum master success 227 Keys for daily stakeholder success 228 Keys for daily agile mentor success 228 Creating Shippable Functionality 229 Elaborating 230 Developing 230 Verifying 231 Identifying roadblocks 234 Information Radiators 235 The End of the Day 236 Chapter 12: Showcasing Work, Inspecting, and Adapting 239 The Sprint Review 239 Preparing to demonstrate 240 The sprint review meeting 241 Collecting feedback in the sprint review meeting 244 The Sprint Retrospective 245 Planning for retrospectives 247 The retrospective meeting 248 Inspecting and adapting 250 Part 4: Agility Management 251 Chapter 13: Managing a Portfolio: Pursuing Value over Requirements 253 Understanding the Differences in Agile Portfolio Management 254 Should we invest? 255 Factors for forecasting product investment returns 256 Managing Agile Product Portfolios 261 Should we continue investing? 266 Inspecting and adapting to the next opportunity 267 Chapter 14: Managing Scope and Procurement 269 What''s Different about Agile Scope Management? 270 Managing Agile Scope 272 Understanding scope throughout product development 273 Introducing scope changes 275 Managing scope changes 275 Using agile artifacts for scope management 277 What''s Different about Agile Procurement? 278 Managing Agile Procurement 280 Determining need and selecting a vendor 280 Understanding cost approaches and contracts for services 282 Working with a vendor 285 Closing a contract 286 Chapter 15: Managing Time and Cost 287 What''s Different about Agile Time Management? 287 Managing Agile Schedules 289 Introducing velocity 289 Monitoring and adjusting velocity 291 Managing scope changes from a time perspective 297 Managing time by using multiple teams 298 Using agile artifacts for time management 298 What''s Different about Agile Cost Management? 299 Managing Agile Budgets 300 Creating an initial budget 301 Creating a self-funding product 302 Using velocity to determine long-range costs 303 Using agile artifacts for cost management 306 Chapter 16: Managing Team Dynamics and Communication 307 What''s Different about Agile Team Dynamics? 307 Managing Team Dynamics 309 Becoming self-managing and self-organizing 310 Supporting the team: The servant-leader 314 Working with a dedicated team 316 Working with a cross-functional team 317 Reinforcing openness 319 Limiting development team size 320 Managing product development with dislocated teams 321 What''s Different about Agile Communication? 324 Managing Agile Communication 325 Understanding agile communication methods 325 Status and progress reporting 328 Chapter 17: Managing Quality and Risk 331 What''s Different about Agile Quality? 331 Managing Agile Quality 334 Quality and the sprint 335 Proactive quality 335 Quality through regular inspecting and adapting 341 Automated testing 342 What''s Different about Agile Risk Management? 345 Man.