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When software development teams move to agile methods, experienced project managers often struggle?doubtful about the new approach and uncertain about their new roles and responsibilities. In this book, two long-time certified Project Management Professionals (PMPRs) and Scrum trainers have built a bridge to this dynamic new paradigm. They show experienced project managers how to successfully transition to agile by refocusing on facilitation and collaboration, not “command and control.”

When software development teams move to agile methods, experienced project managers often struggle?doubtful about the new approach and uncertain about their new roles and responsibilities. In this book, two long-time certified Project Management Professionals (PMP^Rs) and Scrum trainers have built a bridge to this dynamic new paradigm. They show experienced project managers how to successfully transition to agile by refocusing on facilitation and collaboration, not “command and control.”

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The authors begin by explaining how agile works: how it differs from traditional “plan-driven” methodologies, the benefits it promises, and the real-world results it delivers. Next, they systematically map the Project Management Institute’s classic, methodology-independent techniques and terminology to agile practices. They cover both process and project lifecycles and carefully address vital issues ranging from scope and time to cost management and stakeholder communication. Finally, drawing on their own extensive personal experience, they put a human face on your personal transition to agile--covering the emotional challenges, personal values, and key leadership traits you’ll need to succeed.

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Coverage includes

• Relating the PMBOK^R Guide ideals to agile practices: similarities, overlaps, and differences
• Understanding the role and value of agile techniques such as iteration/release planning and retrospectives
• Using agile techniques to systematically and continually reduce risk
• Implementing quality assurance (QA) where it belongs: in analysis, design, defect prevention, and continuous improvement
• Learning to trust your teams and listen for their discoveries
• Procuring, purchasing, and contracting for software in agile, collaborative environments
• Avoiding the common mistakes software teams make in transitioning to agile
• Coordinating with project management offices and non-agile teams
• “Selling” agile within your teams and throughout your organization

For every project manager who wants to become more agile.

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Part I????An Agile Overview 7

Chapter 1????What is "Agile"? 9

Chapter 2????Mapping from the PMBOK^R Guide to Agile 25

Chapter 3????The Agile Project Lifecycle in Detail 37

Part II????The Bridge: Relating PMBOK^R Guide Practices to Agile Practices 49

Chapter 4????Integration Management 51

Chapter 5????Scope Management 67

Chapter 6????Time Management 83

Chapter 7????Cost Management 111

Chapter 8????Quality Management 129

Chapter 9????Human Resources Management 143

Chapter 10????Communications Management 159

Chapter 11????Risk Management 177

Chapter 12????Procurement Management 197

Part III????Crossing the Bridge to Agile 215

Chapter 13????How Will My Responsibilities Change? 217

Chapter 14????How Will I Work with Other Teams Who Aren't Agile? 233

Chapter 15????How Can a Project Management Office Support Agile?

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