By James A. Crowder, Shelli Friess
Management and allows them to house the calls for and complexities of recent, agile systems/software/hardware improvement groups. The ebook examines the project/program supervisor past the innovations of management and goals to hook up with staff' feel of identification. The textual content examines human mental recommendations resembling “locus of control,” with a view to support the executive comprehend their group contributors’ view and the way most sensible to control their “world” contributions. The authors disguise new administration instruments and philosophies for agile systems/software/hardware improvement groups, with a particular specialize in how this pertains to engineering and desktop technological know-how. This ebook additionally contains functional case studies.
- Discusses administration talents wanted as they relate to the advances in software program improvement practices
- Examines the way to deal with an agile improvement workforce that comes with groups throughout geographically, ethnically, and culturally different backgrounds
- Embraces the entire elements of recent administration and leadership
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Extra info for Agile Project Management: Managing for Success
The Agile Manager must provide an atmosphere of collaboration and freedom, while at the same time demanding discipline across the individuals and their teams. Agile development does not mean free-for-all, but allows the developers to be as productive as possible. Lastly, the organizational, physical, and IT environments must promote continual process and product improvement over the life cycle of the program/project. Quality characteristics and working software must be the Sprint teams’ central objectives.
In order to diffuse these situations before they begin, the Agile Manager must be observant and cue in on body language and utilize the soft people skills like paying attention to changes in personal habits, language, friendliness, and other clues apparent between team members, and facial expressions to understand when such nonverbal controversies exist and work to resolve the conflict before they begin to negatively impact the development efforts. 22 2 The Psychology of Agile Team Leadership 3.
Many like the structure of classical software development. So how does one understand who is and is not comfortable with agile development. Can any developer be made to function within the “freedom” of agile? In Chap. 3 we will explore all of the dynamics of agile development teams, how to create, manage, facilitate, and empower agile development teams. Where the traditional development process involves and is focused on detailed planning, budgeting, controlling, and program/project execution, the agile development process must be adaptive and innovative, deriving solutions to a changing requirements/capabilities baseline, the focus being on working software, not cost and schedule.