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Agile project management : creating innovative products

Author: James A Highsmith
Publisher: Boston : Addison-Wesley, ©2004.
Series: Agile software development series.
Edition/Format:   Print book : EnglishView all editions and formats
Database:WorldCat
Summary:
Project management, at least that sector of project management dealing with new product development, needs to be transformed, but to what? It needs to be transformed to move faster, be more flexible, and be aggressively customer responsive. Agile Project Management (APM) and agile product development answer this transformational need. APM brings together a set of principles and practices that enables project  Read more...
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Document Type: Book
All Authors / Contributors: James A Highsmith
ISBN: 0321219775 9780321219770
OCLC Number: 54365242
Description: xxvi, 277 pages : illustrations ; 24 cm.
Contents: Introduction --
Ch. 1. The agile revolution --
Ch. 2. Guiding principles : customers and products --
Ch. 3. Guiding principles : leadership-collaboration management --
Ch. 4. An agile project management model --
Ch. 5. The envision phase --
Ch. 6. The speculate phase --
Ch. 7. The explore phase --
Ch. 8. The adapt and close phases --
Ch. 9. Building large adaptive teams --
Ch. 10. Reliable innovation.
Series Title: Agile software development series.
Responsibility: Jim Highsmith.

Abstract:

Project management, at least that sector of project management dealing with new product development, needs to be transformed, but to what? It needs to be transformed to move faster, be more flexible, and be aggressively customer responsive. Agile Project Management (APM) and agile product development answer this transformational need. APM brings together a set of principles and practices that enables project managers to catch up with the realities of modern product development. The target audience for this book is project managers, those hearty individuals who shepherd teams through the exciting but often messy process of turning visions into products--be they cell phones or medical electronic instruments. APM rejects the view of project managers as functionaries who merely comply with the bureaucratic demands of schedules and budgets and replaces it with one in which they are intimately involved in helping teams deliver products. Agile project managers focus on products and people, not paperwork. (in Forewords & Introductions).

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