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• Cover
• Introduction
• About This Book
• Foolish Assumptions
• Icons Used in This Book
• Beyond the Book
• Where to Go from Here
• Part 1: Understanding Agility
• Chapter 1: Modernizing Project Management
• Project Management Needed a Makeover
• Introducing Agile Project Management
• Agile Project Management Is Becoming Agile Product Management
• Chapter 2: Applying the Agile Manifesto and Principles
• Understanding the Agile Manifesto
• Outlining the Four Values of the Agile Manifesto
• Defining the 12 Agile Principles
• Adding the Platinum Principles
• Changes as a Result of Agile Values
• The Agile Litmus Test
• Chapter 3: Why Being Agile Works Better
• Evaluating Agile Benefits
• How Agile Approaches Beat Historical Approaches
• Why People Like Being Agile
• Chapter 4: Agility Is about Being Customer Focused
• Knowing Your Customers
• Figuring Out the Problem Your Customer Needs to Solve
• Understanding Root Cause Analysis
• Part 2: Being Agile
• Chapter 5: Agile Approaches
• Diving under the Umbrella of Agile Approaches
• Reviewing the Big Three: Lean, Scrum, and Extreme Programming
• Putting It All Together
• Chapter 6: Agile Environments in Action
• Creating the Physical Environment
• Low-Tech Communicating
• High-Tech Communicating
• Choosing Tools
• Chapter 7: Agile Behaviors in Action
• Establishing Agile Roles
• Establishing New Values
• Changing Team Philosophy
• Chapter 8: The Permanent Team
• Enabling Long-Lived Product Development Teams
• Enabling Autonomy, Mastery, and Purpose
• Building Team Knowledge and Capability
• Part 3: Agile Planning and Execution
• Chapter 9: Defining the Product Vision and Product Roadmap
• Agile Planning
• Defining the Product Vision
• Creating a Product Roadmap
• Completing the Product Backlog
• Chapter 10: Planning Releases and Sprints
• Refining Requirements and Estimates
• Release Planning
• Preparing for Release
• Sprint Planning
• Chapter 11: Working throughout the Day
• Planning Your Day: The Daily Scrum
• Tracking Progress
• Agile Roles in the Sprint
• Creating Shippable Functionality
• Information Radiators
• The End of the Day
• Chapter 12: Showcasing Work, Inspecting, and Adapting
• The Sprint Review
• The Sprint Retrospective
• Part 4: Agility Management
• Chapter 13: Managing a Portfolio: Pursuing Value over Requirements
• Understanding the Differences in Agile Portfolio Management
• Managing Agile Product Portfolios
• Chapter 14: Managing Scope and Procurement
• What’s Different about Agile Scope Management?
• Managing Agile Scope
• What’s Different about Agile Procurement?
• Managing Agile Procurement
• Chapter 15: Managing Time and Cost
• What’s Different about Agile Time Management?
• Managing Agile Schedules
• What’s Different about Agile Cost Management?
• Managing Agile Budgets
• Chapter 16: Managing Team Dynamics and Communication
• What’s Different about Agile Team Dynamics?
• Managing Team Dynamics
• What’s Different about Agile Communication?
• Managing Agile Communication
• Chapter 17: Managing Quality and Risk
• What’s Different about Agile Quality?
• Managing Agile Quality
• What’s Different about Agile Risk Management?
• Managing Agile Risk
• Part 5: Ensuring Success
• Chapter 18: Building a Foundation
• Organizational and Individual Commitment
• Choosing the Right Pilot Team Members
• Creating an Environment That Enables Agility
• Support Agility Initially and Over Time
• Chapter 19: De-Scaling across Teams
• Multi-Team Agile Development
• Making Work Digestible through Vertical Slicing
• Multi-Team Coordination with LeSS
• Aligning through Roles with Scrum@Scale
• Joint Program Planning with SAFe
• Disciplined Agile Toolkit
• Chapter 20: Being a Change Agent
• Becoming Agile Requires Change
• Why Change Doesn’t Happen on Its Own
• Strategic Approaches to Implementing and Managing Change
• Platinum Edge’s Change Roadmap
• Leading by Example
• Avoiding Transformation Pitfalls
• Signs Your Changes Are Slipping
• Part 6: The Part of Tens
• Chapter 21: Ten Key Benefits of Agile Product Development
• Higher Customer Satisfaction
• Better Product Quality
• Reduced Risk
• Increased Collaboration and Ownership
• More Relevant Metrics
• Improved Performance Visibility
• Increased Investment Control
• Improved Predictability
• Optimized Team Structures
• Higher Team Morale
• Chapter 22: Ten Key Factors for Agile Product Development Success
• Dedicated Team Members
• Collocation
• Done Means Shippable
• Address What Scrum Exposes
• Clear Product Vision and Roadmap
• Product Owner Empowerment
• Developer Versatility
• Scrum Master Clout
• Leadership Support for Learning
• Transition Support
• Chapter 23: Ten Signs That You’re Not Agile
• A Non-Shippable Sprint Product Increment
• Long Release Cycles
• Disengaged Stakeholders
• Lack of Customer Contact
• Lack of Skill Versatility
• Automatable Processes Remain Manual
• Prioritizing Tools over the Work
• High Manager-to-Creator Ratio
• Working around What Scrum Exposes
• Practicing Faux Agile
• Chapter 24: Ten Valuable Resources for Agile Professionals
• Agile Project Management For Dummies Online Cheat Sheet
• Scrum For Dummies
• The Scrum Alliance
• The Agile Alliance
• International Consortium for Agile (ICAgile)
• Mind the Product and ProductTank
• Lean Enterprise Institute
• Extreme Programming
• The Project Management Institute Agile Community
• Platinum Edge
• Index
• About the Authors
• Advertisement Page
• Connect with Dummies
• End User License Agreement