Lean & Agile. for Large Programs & Projects. Dr. David F. Rico, PMP, CSM

Transcription

1 Lean & gile Project Management for Large Programs & Projects r. avid F. ico, PMP, M Website: Linkedn: Facebook:

2 uthor Background o contractor with 28+ years of experience B.. omp. ci., M.. oft. Eng., &.M. nfo. ys. Large gov t projects in U.., Far/Mid-East, & Europe Published six books & numerous journal articles djunct at George Washington, UMU, & rgosy gile Program Management & Lean evelopment pecializes in metrics, models, & cost engineering ix igma, MM, O 9001, of, & o 5000 loud omputing, O, Web ervices, FO, etc. 2

3 genda ntro to gile Project Mgt. ypes of gile Project Mgt. Phases of gile Project Mgt. caling of gile Project Mgt. EVM for gile Project Mgt. ummary of gile Project Mgt. 3

4 oday s Whirlwind Environment Work Life mbalance Global ompetition Vague equirements Overruns ttrition Escalation unaways ancellation emanding ustomers Organization ownsizing echnology hange ystem omplexity 4

5 What is gility? -gil-i-ty (ə-'ji-lə-tē) Property consisting of quickness, lightness, and ease of movement; o be very nimble he ability to create and respond to change in order to profit in a turbulent global business environment he ability to quickly reprioritize use of resources when requirements, technology, and knowledge shift very fast response to sudden market changes and emerging threats by intensive customer interaction Use of evolutionary, incremental, and iterative delivery to converge on an optimal customer solution Maximizing the BUNE VLUE with right sized, justenough, and just-in-time processes and documentation Highsmith, J.. (2002). gile software development ecosystems. Boston, M: ddison-wesley. 5

6 Values of gile Project Mgt. People-centric way to create innovative solutions Market-centric model to maximize business value lternative to large document-based methodologies gile Methods Values gile Methods Principles raditional Methods Values ustomer ollaboration also known as ustomer nteraction valued more than ontract Negotiation ndividuals & nteractions also known as High Performance eams valued more than Processes & ools Working ystems also known as terative evelopment valued more than omprehensive ocumentation esponding to hange also known as daptability or Flexibility valued more than Following a Plan gile Manifesto. (2001). Manifesto for agile software development. etrieved eptember 3, 2008, from 6

7 When to use gile Proj. Mgt. On exploratory or research/development projects When fast customer responsiveness is paramount n organizations that are highly innovative & creative raditional Project Management Predictable situations Low technology projects table, slow moving industries Low levels of technological change epeatable operations Low rates of changing project performance Long term, fixed price production contracts chieving concise economic efficiency goals Highly administrative contracts Mass production and high volume manufacturing Highly predictable and stable market conditions Low margin industries such as commodities elivering value at the point of plan gile Project Management High levels of uncertainty and unpredictability High technology projects Fast paced, highly competitive industries apid pace of technological change esearch oriented, discovery projects Large fluctuations in project performance horter term, performance based &E contracts chieving high impact product/service effectiveness Highly creative new product development contracts ustomer intensive, one off product/service solutions Highly volatile and unstable market conditions High margin, intellectually intensive industries elivering value at the point of sale Pine, B. J. (1993). Mass customization: he new frontier in business competition. Boston, M: Harvard Business chool Press. 7

8 gile World View gility has many dimensions other than t ranges from leadership to technological agility he focus of this brief is program management agility gile Leaders gile Organization hange gile cquisition & ontracting gile trategic Planning gile apability nalysis gile Program Management gile Project Management gile ystems evelopment gile Processes & Practices gile ools gile nformation ystems gile ech. 8

10 crum Project Management reated by Jeff utherland at Easel in 1993 Product backlog comprised of customer needs Barely-sufficient project management framework nitial Planning iscovery ession print ycle print gile raining Project iscovery Process iscovery eam iscovery nitial Backlog elect asks and reate ests reate imple esigns ode and est oftware Units Perform ntegration esting Maintain aily Burndown hart Update print Backlog elease Planning print Planning aily crum print eview Business ase esired Backlog Hi-Level Estimates et print apacity dentify asks Estimate asks ompleted Backlog tems Planned Backlog tems mpediments to Progress Present Backlog tems ecord Feedback djust Backlog Prioritize Backlog Finalize Backlog print etrospective Product Backlog print Backlog Potentially hippable Product Prioritized equirements List of echnical asks ssigned to a print Working Operational oftware chwaber, K. (2004). gile project management with scrum. edmond, W: Microsoft Press. 10

11 XP Project Management reated by Kent Beck at hrysler in 1998 elease plan is comprised of customer needs Lightweight, rigorous near-term planning element elease Planning Exploration Phase teration Planning Exploration Phase Build a eam plit User tories nalyze elease Plan ead User tories Write User tories pike User tories dentify teration Goal evelop asks Estimate User tories Write User ests elect User tories plit asks ommitment Phase ommitment Phase ort by Value hoose a cope ccept asks nalyze chedules ort by isk et teration Length et ndividual Velocity et Load Factors et Velocity evelop elease Plan Estimate asks Balance asks teering Phase teering Phase elect teration New elease Plan elect Partner Unit/ntegration est djust Velocity elect ools Write Unit ests User cceptance est nsert New tories djust eams esign and ode ecord Progress Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper addle iver, NJ: ddison-wesley. 11

12 gile Project Management reated by Jim Highsmith at utter in 2003 Focus on strategic plans and capability analysis Most holistic agile project management framework nnovation Lifecycle Envision peculate Explore Launch lose Product Vision Gather equirements teration Management Final eview lean Up Open tems Product rchitecture Product Backlog echnical Practices Final cceptance upport Material Project Objectives elease Planning eam evelopment Final Final etrospective Project ommunity isk Planning eam ecisions Final ocumentation Final eports elivery pproach ost Estimation ollaboration Final eployment Project elebration terative elivery echnical Planning evelopment, est, & Evaluation Operational esting dapt tory nalysis evelopment Pairing ntegration esting Focus Groups ask evelopment Unit est evelopment ystem esting echnical eviews ask Estimation imple esigns Operational esting eam Evaluations ask plitting oding and efactoring Usability esting Project eporting ask Planning Unit and omponent esting cceptance esting daptive ction ontinuous tandups, rchitecture, esign, Build, ntegration, ocumentation, hange, Migration, and ntegration tory eployment Highsmith, J.. (2004). gile project management: reating innovative products. Boston, M: Pearson Education. 12

13 Flexible Project Management reated by oug earlo at utter in 2004 Focus is on collaboration, scoping, and speed hinner traditional project management approach Visionate peculate nnovate e-evaluate isseminate ponsor s Vision Planning Meeting Learning by oing Business uestions Product Launch nterview ponsor ollective Vision OE Model Who Needs t? cceptance esting escribe Objectives ize eliverables rchitecture What Will t ake? ocumentation Project Prospectus Map chedule evelopment an We Get t? upport Plan Business uestions hoose Life ycle onstruction s t Worth t? Maintenance Plan equirements d esting eploy olution ollective Vision cope Meeting Future cenarios Project kinny Project Boundaries Project Vision Win onditions Benefit Map Wow Factor Uncertainty Profile ollective Vision evelopment ools isk Planning Post Meeting PM nfrastructure Financial Goals Benefit Plan Partner greements Business uestions Go/No-Go ecision ime Boxing rial and Error ollaboration Generate esults Visibility Early Value Fast Failures Business uestions Modify uestions Project eview heck Performance heck chedule heck osts heck Benefits heck Project O Go/No-Go ecision Project hanges e-irect s-needed Update Vision Update takeholders ustomer ervice tabilization raining/education Utilization Performance Feedback orrective ction Lessons Learned eam ewards elect ore eam Update Prospectus Update Prospectus e-examine eam rack Benefits earlo,. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. an Francisco, : Jossey-Bass. 13

14 daptive Project Framework reated by Bob Wysocki for consulting in 2008 esigned to be a generic model for non- projects Lightweight traditional project management approach daptive Project Framework coping Planning Feasibility heckpoint eview dentify Opportunity dentify Project ype evelop Prototype nalyze Needs Finalize ocuments evelop o Prioritize onstraints eprioritize Needs Evaluation olution Lessons Learned Write Po evelop WB etailed WB Estimate Value Process hanges ocument Needs eam Formation Estimate esources etermine uccess Final eport tage Gate 1 eview tage Gate 2 eview tage Gate 3 eview tage Gate 4 eview tage Gate 5 eview yclical Product or ervice mplementation ycle Planning Product or ervice mplementation aily Meetings ycle eviews esponsibilities elect Personnel with Needed kills rrange Facilities Update equirements imelines dentify etailed echnical asks Prepare gendas Update cope Work Packages reate etailed rchitectures and esigns end Meeting Notices Update chedules ommunications elect and mplement echnical olutions Facilitate Meetings Update Plans Governance Perform evelopment and Operational ests ecord ction tems nform takeholders ontinuous mprovement ontinually improve process, documents, team, architecture, designs, implementation, tests, etc. tage Gate 3.n eview Wysocki,.F. (2010). daptive project framework: Managing complexity in the face of uncertainty. Boston, M: Pearson Education. 14

16 Envision Phase etermine product vision and project objectives dentifies project community and project team he major output is a Product Vision Box Envision Phase Product Vision Product Vision Box Elevator est tatement Product oadmap elivery pproach elf-organization trategy ollaboration trategy ommunication trategy Process Framework ailoring Practice election and ailoring Product Features Product Vision ocument Product rchitecture Product keleton rchitecture Hardware Feature Breakdown oftware Feature Breakdown Organizational tructure Guiding Principles Project ommunity Get the ight People Participant dentification ypes of takeholders List of takeholders ustomer-eveloper nteraction Project Objectives Project ata heet Key Business Objectives radeoff Matrix Exploration Factor equirements Variability Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 16

17 peculate Phase etermine organizational capability/mission needs dentifies feature-sets and system requirements he major output is a ystem elease Plan peculate Phase Gather equirements nalyze Feasibility tudies Evaluate Marketing eports Gather takeholder uggestions ost Estimation Establish Estimate cope Establish echnical Baseline ollect Project ata ize Project nformation Prepare Baseline Estimates Examine ompetitive ntelligence ollaborate with ustomers Product Backlog Product Features List Feature ards Performance equirements Prioritize Features Feature Breakdown tructure isk Planning isk dentification isk nalysis isk esponses isk Monitoring isk ontrol elease Planning Project tartup ctivities ssign tories to terations First Feasible eployment Estimate Feature Velocity etermine Product cope Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 17

18 Explore Phase etermine technical iteration objectives/approaches dentifies technical tasks and technical practices he major output is an Operational Element Explore Phase teration Management teration Planning Estimate ask ize teration Length ollaboration Pair Programming aily tandup Meetings aily Product eam nteraction takeholder oordination ustomer nteractions Workload Management Monitoring teration Progress echnical Practices educe echnical ebt imple esign ontinuous ntegration uthless utomated esting Opportunistic efactoring eam ecisions eam evelopment ecision Framing ecision Making ecision etrospection Leadership and ecision Making et and elay ecision Making Focus eam Molding Group into eam evelop ndividual apabilities oach ustomers Orchestrate eam hythm Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 18

19 dapt Phase etermine the effectiveness of operational elements dentifies customer feedback and corrective actions he major output is a Process mprovement Plan dapt Phase ustomer Focus Groups equirements eviews Preliminary esign eviews ritical esign eviews daptive ction elease Plan daptations teration Plan daptations Feature et daptations User tory daptations ask Plan daptations Product emonstration eviews cceptance esting eviews echnical eviews esk hecks/ndividual eviews tructured Walkthroughs Formal oftware nspections uality ssurance udits onfiguration Management udits Project eporting cope and uality tatus ost and chedule tatus isk and Value tatus ustomer atisfaction tatus eam and gility tatus eam Evaluations ommunications uality eam ohesiveness nterpersonal rust ndividual alent and Effort eam Performance/Effectiveness Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 19

20 lose Phase etermine project outcome and effectiveness dentifies strengths, weaknesses, and rewards he major output is a Lessons-Learned eport lose Phase lean Up Open tems lose Open ction tems lose Open hange equests lose Open Problem eports Project elebration ndividual ewards Group ewards Partner ewards Managerial ewards Product ewards lose Open efect eports lose Open Project ssues upport Material Finalize ocumentation Finalize Production Material Finalize Manufacturing Material Finalize ustomer ocumentation Finalize Maintenance nformation Final eports End-of-Project eports dministrative eports elease Notes Financial eports Facilities eports Final etrospective Process Performance ssessment nternal Product ssessment External Product ssessment eam Performance ssessment Project Performance ssessment Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 20

22 Multi-Level eams Enables projects to plan for the future and present ecomposes capabilities into implementable pieces Unclogs the drainpipes to let the execution flow freely Multi-Level eams Product Management eam Product Management eam hief Product Manager hief rchitect Product evelopment Manager elease Management eam members (1-2 per release team) elease Management eam elease Management eam Product Manager Project Manager hief rchitect Feature team members (1-2 per feature team) Feature eam Feature eams Product pecialist (and owner) teration Manager echnical and product Members evelopment team members (1-2 per development team) Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 22

23 Multi-Level Planning Enables multiple level enterprise plans to co-exist llows stakeholders to build viewpoint-specific plans Ensures capabilities are delivered at regular intervals Multi-Level Planning Product oadmap Product oadmap Enterprise architecture needs apability focused Vision, objectives, and backlog 18 to 36 weeks elease Plan elease Plan ubsystem architecture Feature set focused trategy, objectives, and backlog 6 to 12 weeks teration Plan teration Plan omponent-level architecture User story focused mplementation plan, objectives, and backlog 2 to 4 weeks Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 23

24 Multi-Level Backlog Enables multiple levels of abstraction to co-exist llows customers and developers to communicate Makes optimum use of people s time and resources Multi-Level Backlog apabilities apability Mission goal or objective level apability 1 apability 2 apability 3 High-level business or product function lso called an Epic, i.e., multiple feature sets omprises days worth of work Feature ets Feature et ross-functional mission threads Feature 1 Feature 2 Feature 3 elated user stories that are grouped together lso called a heme, i.e., implemented as an entity omprises 6 to 30 days worth of work User tories User tory tory 1 tory 4 tory 7 tory 2 tory 5 tory 8 tory 3 tory 6 tory 9 Functional, system-level requirements imple requirement written by customer or user small unit of functionality having business value omprises 2 to 10 days worth of work Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 24

25 Multi-Level oordination Enables lean and agile methods to scale-up llows enterprises to create large-scale programs Unleashes optimum productivity and overall control Multi-Level oordination apability eam Feature et eam Feature et eam Feature et eam Feature eam Feature eam Feature eam Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 25

26 Multi-Level Governance Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. Enables enterprises to achieve functional needs llows programs to coordinate functional activities Ensures optimal technical performance is achieved Multi-Level Governance Feature eam Feature eam Feature eam Functional eam Governing eam Functional eam Functional eam M M M M M M M M M M M M M M M M M M M M M M M M M M M 26

28 Burndown Most basic tracking chart for agile projects racks number of work or time units completed ommonly used to track no. story points completed Burndown hart Work (tory, Point, ask) or Effort (Week, ay, Hour) Planning (oadmap, elease, teration) or ime Unit (Month, Week, ay) awsthorne,. (2009). gile metrics. Proceedings of the gile 2009 onference, hicago, llinois, U. 28

29 umulative Flow dvanced form of cumulative workflow racks planned vs. finished work or time units Linear progression with good project performance umulative Flow iagram Work (tory, Point, ask) or Effort (Week, ay, Hour) Planning (oadmap, elease, teration) or ime Unit (Month, Week, ay) nderson,. J. (2004). gile management for software engineering: pplying the theory of constraints for business results. Upper addle iver, NJ: Pearson Education. 29

30 gile EVM daptation of EVM for agile projects Mapping between traditional and agile projects Work completed is more authoritative in agile projects gile EVM hart Work (tory, Point, ask) or Effort (Week, ay, Hour) P P PP P Planning (oadmap, elease, teration) or ime Unit (Month, Week, ay) ulaiman,., Barton, B., & Blackburn,. (2006). gile EVM: Earned value management in scrum projects. Proceedings of the gile 2006 onference (gile 2006), Minneapolis, Minnesota, U,

31 Earned Business Value O is estimated for user stories in agile projects Value accrues with each completed user story Value of completed tasks is more meaningful Earned Business Value Work (tory, Point, ask) or Effort (Week, ay, Hour) Planning (oadmap, elease, teration) or ime Unit (Month, Week, ay) awsthorne,. (2010). Monitoring scrum projects with agile evm and earned business value metrics. Brisbane, : ollab.net. 31

33 ase tudies 70% of worldwide projects use agile methods ncludes highly-regulated industries like U.. o Even split between top-down and bottom-up adoption ndustry Org Project Purpose ize Metrics Electronic ommerce Google dwords dvertising 20 teams 140 people 5 countries 1,838 User tories 6,250 Function Points 500,000 Lines of ode hrink Wrapped Primavera Primavera Project Management 15 teams 90 people ollocated 26,809 User tories 91,146 Function Points 7,291,666 Lines of ode Health are F m2000 Blood nalysis 4 teams 20 people ollocated 1,659 User tories 5,640 Function Points 451,235 Lines of ode Law Enforcement FB entinel ase File Workflow 10 teams 50 people ollocated 3,947 User tories 13,419 Function Points 1,073,529 Lines of ode U.. o tratcom Kweb Knowledge Management 3 teams 12 people ollocated 390 User tories 1,324 Function Points 105,958 Lines of ode ico,. F. (2010). Lean and agile project management: For large programs and projects. Proceedings of the First nternational onference on Lean Enterprise oftware and ystems, Helsinki, Finland,

34 Leadership onsiderations gile management is delegated to the lowest level here remain key leadership roles & responsibilities ommunication, coaching, & facilitation are key ones ustomer ommunication Product Visioning istribution trategy eam evelopment tandards & Practices elecom nfrastructure evelopment ools High ontext Meetings oordination Meetings F2F ommunications Performance Management Facilitate selection of methods for obtaining and maintaining executive commitment, project resources, corporate communications, and customer interaction Facilitate selection of methods for communicating product purpose, goals, objectives, mission, vision, business value, scope, performance, budget, assumptions, constraints, etc. Facilitate selection of virtual team distribution strategy to satisfy project goals and objectives Facilitate selection of methods for training, coaching, mentoring, and other team building approaches Facilitate selection of project management and technical practices, conventions, roles, responsibilities, and performance measures Facilitate selection of high bandwidth telecommunication products and services Facilitate selection of agile project management tools and interactive development environment Facilitate selection of high context agile project management and development meetings Facilitate selection of meetings and forums for regular communications between site coordinators Facilitate selection of methods for maximizing periodic face to face interactions and collaboration Facilities selection of methods for process improvement, problem resolution, conflict management, team recognition, product performance, and customer satisfaction ico,. F. (2010). he paradox of agile project management and virtual teams. Fairfax, V: Gantthead.om. 34

35 dvanced gile Measures gile Methods are a fundamentally new paradigm gile Methods are not lighter raditional Methods hey should not be viewed through a traditional lens gile Metrics nteraction frequency omm. quality elationship strength eam competence eam motivation eam cooperation teration size teration length teration number Org. flexibility Mgt. flexibility ndividual flexibility ustomer ollaboration ustomer trust ustomer loyalty ustomer satisfaction ndividuals & nteractions eam trust eam cohesion eam communications Working oftware Operational builds Operational releases Verified/Validated releases esponding to hange Process flexibility esign flexibility echnology flexibility valued more than valued more than valued more than valued more than ontracts ontract compliance ontract deliverables ontract change orders Processes Lifecycle compliance Process Maturity Level egulatory compliance ocumentation ocument deliveries ocument comments ocument compliance Project Plans ost ompliance cope ompliance chedule ompliance raditional Metrics ico,. F., ayani, H. H., & one,. (2009). he business value of agile software methods: Maximizing O with just-in-time processes and documentation. Ft. Lauderdale, FL: J. oss Publishing. 35

36 Organizational hange hange, no matter how small or large, is difficult maller focused changes help to cross the chasm hrinking, simplifying, and motivation are key factors How to ross the hasm witch How to hange hings When hange is Hard irect the ider Follow the bright spots - lone what works cript the critical moves - Use prescriptive behaviors Point to the destination - Focus on the end game Motivate the Elephant Find the feeling - ppeal to emotion hrink the change - Use incremental change Grow your people - nvest in training and education hape the Path weak the environment - implify the change Build habits - reate simple recipes for action ally the herd - Get everyone involved nfluencer he Power to hange nything Make the Undesirable esirable reate new experiences - Make it interesting reate new motives - ppeal to sensibility urpass your Limits Perfect complex skills - Establish milestones Build emotional skills - Build maturity and people skills Harness Peer Pressure ecruit public personalities - nvolve public figures ecruit influential leaders - nvolve recognized figures Find trength in Numbers Utilize teamwork - Enlist others to help out Enlist the power of social capital - cale up and out esign ewards and emand ccountability Use incentives wisely - eward vital behaviors Use punishment sparingly - Warn before taking action hange the Environment Make it easy - implify the change Make it unavoidable - Build change into daily routine Heath,., & Heath,. (2010). witch: How to change things when change is hard. New York, NY: andom House. Patterson, K., et al. (2008). nfluencer: he power to change anything: New York, NY: McGraw-Hill. 36

37 gile ontracting Models New contract models emerged for agile contracts Goals, objectives, and visions are established early Buyers and suppliers collaborate throughout contract ontract ype ynamic Value Performance Based arget ost Optional cope ollaborative Lean escription pecify initial scope and needs (with iterative enhancements) Establish performance objectives (but not technical solutions) Broad boundaries for time, cost, and quality (but not scope) et minimum and maximum costs (based on initial scope) Outline initial scope (with fixed no. of releases and iterations) Lean tools such as small batches, Kanban, WP constraints, etc. ico,. F. (2011). he necessity of new contract models for agile project management. Fairfax, V: Gantthead.om. 37

38 How do Lean & gile ntersect? gile is naturally lean and based on small batches gile directly supports six principles of lean thinking gile may be converted to a continuous flow system gile Values Lean Pillars Lean Principles Lean & gile Practices Flow Principles Empowered eams ustomer ollaboration espect for People elationships ustomer Value Value tream ustomer relationships, satisfaction, trust, and loyalty eam authority, empowerment, and resources eam identification, cohesion, and communication Product vision, mission, needs, and capabilities Product scope, constraints, and business value Product objectives, specifications, and performance s is policies, processes, procedures, and instructions o be business processes, flowcharts, and swim lanes nitial workflow analysis, metrication, and optimization ecentralization Economic View WP onstraints & Kanban terative elivery esponding to hange ontinuous mprovement ontinuous Flow ustomer Pull Perfection Batch size, work in process, and artifact size constraints adence, queue size, buffers, slack, and bottlenecks Workflow, test, integration, and deployment automation oadmaps, releases, iterations, and product priorities Epics, themes, feature sets, features, and user stories Product demonstrations, feedback, and new backlogs efactor, test driven design, and continuous integration tandups, retrospectives, and process improvements Organization, project, and process adaptability/flexibility ontrol adence & mall Batches Fast Feedback Manage ueues/ Exploit Variability Womack, J. P., & Jones,.. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Free Press. einertsen,. G. (2009). he principles of product development flow: econd generation lean product development. New York, NY: eleritas. eagan,. B., & ico,. F. (2010). Lean and agile acquisition and systems engineering: paradigm whose time has come. o &L Magazine, 39(6). 38

39 onclusion gility is the evolution of management thought onfluence of traditional and non-traditional ideas mprove performance by over an order-of-magnitude he traditional world of project management belongs to yesterday on t waste your time using traditional project management on 21 st century projects Hoque, F., et al. (2007). Business technology convergence. he role of business technology convergence in innovation and adaptability and its effect on financial performance. tamford, : BM nstitute. 39

40 PM extbooks Over 15 text books for agile project management Many of them stem from Planning XP by Kent Beck gile Project Mgt. by Jim Highsmith is most complete Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper addle iver, NJ: ddison-wesley. chwaber, K. (2004). gile project management with scrum. edmond, W: Microsoft Press. Highsmith, J.. (2004). gile project management: reating innovative products. Boston, M: Pearson Education. earlo,. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. an Francisco, : Jossey-Bass. Wysocki,.F. (2010). daptive project framework: Managing complexity in the face of uncertainty. Boston, M: Pearson Education. 40