Thousands of organizations are adopting Scrum to transform the way they execute complex projects, in software and beyond. This guide will give you the skills and confidence needed to deploy Scrum, resulting in high-performing teams and satisfied customers. Drawing on years of hands-on experience helping companies succeed, Certified Scrum Trainer (CST) Mitch Lacey helps you overcome the major challenges of Scrum adoption and the deeper issues that emerge later. Extensively revised to reflect improved Scrum practices and tools, this edition adds an all-new section of tips from the field. Lacey covers many new topics, including immersive interviewing, collaborative estimation, and deepening business alignment. In 35 engaging chapters, you'll learn how to build support and maximize value across your company. Now part of the renowned Mike Cohn Signature Series on agile development, this pragmatic guide addresses everything from establishing roles and priorities to determining team velocity, setting sprint length, and conducting customer reviews. Coverage includes Bringing teams and new team members on board Creating a workable definition of "done" Planning for short-term wins, and removing impediments to success Balancing predictability and adaptability in release planning Running productive daily scrums Fixing failing sprints Accurately costing projects, and measuring the value they deliver Managing risks in dynamic Scrum projects Prioritizing and estimating backlogs Working with distributed and offshore teams Institutionalizing improvements, and extending agility throughout the organization Packed with real-world examples straight from Lacey's experience, this book will be invaluable to anyone transitioning to Scrum, seeking to improve their early results, or trying to get back on track.

This work is the definitive guide for IT managers and agile practitioners. It elucidates the principles of agile risk management and how these relate to individual projects. Explained in clear and concise terms, this synthesis of project risk management and agile techniques is illustrated using the major methodologies such as XP, Scrum and DSDM. Although the agile community frequently cites risk management, research suggests that risk is often narrowly defined and, at best, implicitly treated, which in turn leads to an inability to make informed decisions concerning risk and reward and a poor understanding of when to engage in risk-related activities. Moreover, the absence of reference to enterprise risk management means that project managers are unable to clearly articulate scope or tailor their projects in line with the wider expectations of the organisation. Yet the agile approach, with its rich toolset of techniques, is very well equipped to effectively and efficiently deal with the risks that arise in projects. Alan Moran addresses the above issues by proposing an agile risk-management process derived from classical risk management but adapted to the circumstances of agile projects. Though his main focus is on the software development process, much of what he describes could be applied to other types of IT projects as well. This book is intended for anyone who is serious about balancing risk and reward in the pursuit of value for their stakeholders, and in particular for those directly involved in agile software development who share a concern for how risk should be managed. Whilst a thorough background in risk management is not presumed, a basic level of familiarity with or exposure to agility is helpful.

Software effort estimation is a key element of software project planning and management. Yet, in industrial practice, the important role of effort estimation is often underestimated and/or misunderstood. In this book, Adam Trendowicz presents the CoBRA method (an abbreviation for Cost Estimation, Benchmarking, and Risk Assessment) for estimating the effort required to successfully complete a software development project, which uniquely combines human judgment and measurement data in order to systematically create a custom-specific effort estimation model. CoBRA goes far beyond simply predicting the development effort; it supports project decision-makers in negotiating the project scope, managing project risks, benchmarking productivity, and directing improvement activities. To illustrate the method's practical use, the book reports several real-world cases where CoBRA was applied in various industrial contexts. These cases represent different estimation contexts in terms of software project environment, estimation objectives, and estimation constraints. This book is the result of a successful collaboration between the process management division of Fraunhofer IESE and many software companies in the field of software engineering technology transfer. It mainly addresses software practitioners who deal with planning and managing software development projects as part of their daily work, and is also of interest for students or courses specializing in software engineering or software project management.

Rightshore (R) - a registered trademark of Capgemini - is about organizing the distributed delivery process that embraces on-site, nearshore and offshore services. This book describes successful global delivery models utilizing industrialized methods to deliver SAP (R) projects from India. The first part is devoted to management concepts, service offerings and the peculiarities of working together with India. The second part features eight case studies from different industries and from around the world describing how India delivery centers have been successfully deployed in SAP (R) development projects.

Deconstruct the history of patterns of innovation in business and connect them to existing and failed attempts in management consultancies, engineering, web technologies and academic institutions. This book shows you how to create an optimal environment at work for growth and innovation. Many large-scale organizations eventually invest in research and innovation as a dedicated part of their businesses. In doing so, they are faced with two choices: build their own practice of innovation or enact patterns of innovation created before them, ones they perceived as "tried and tested." In this book, you will see how patterns of innovation touch many aspects of a worker's life: from how their work is presented to others, job titles, working environment, and expectations around output. Every chapter will offer a history of these patterns and examples of how they have succeeded and failed within organizations. What You Will Learn Identify how innovation is named and highlighted in organizations Reveal ways to champion innovation to clients and the outside world, from trade shows and conferences inside the office Uncover ways companies acquire innovation, including incubators or mergers Discover the conditions for innovation to happen every day, including office layouts, time management, communication structures, and expectation management Who This Book Is ForTech start-up/scale-up founders, management consultants, managing directors, innovation managers and heads of R&D, academic researchers, interior designers, and architects

Program management (PgM) is fast developing as the essential link between strategy and projects and as a vehicle for organizational change. It offers the means to manage groups of projects with a common business purpose in an integrated and effective way. The Second Edition of Michel Thiry's Program Management builds on the bestselling title first published in 2010. The heavily revised text reflects the latest program management guides and international standards and includes: a new section on agile management in programs; the author's own program management maturity measure; a new section on change management, which is now integral to many programs. Michel has also reviewed and revised the program lifecycle to align with the more unified view of program management that has emerged since the book was first published. The result is an essential guide to program management that incorporates a robust theoretical framework, complemented by examples and advice from one of the world's leading practitioners.

Development projects that span different disciplines and groups often face problems in establishing a shared understanding of the project's purpose, deliverables, and direction. Creating Shared Understanding in Product Development Teams: How to 'Build the Beginning' uses research-based cases from TC Electronic, The Red Cross, Daimler AG, and Copenhagen Living Lab to demonstrate one approach to this problem complex. It shows how prototyping specific physical artifacts can function as drivers and focal points for creating the much needed shared understanding. Encompassing both the participant's and the facilitator's point of view, Creating Shared Understanding in Product Development Teams: How to 'Build the Beginning' provides both practical examples and theoretical explanation for the process of creating shared understanding. This book provides a toolbox and a practical guide for planning, executing, and facilitating workshops. The result is a clear outline of how to facilitate the creation of physical artifacts that enables and stimulates communication between team members, users, and stakeholders in order to create shared understanding of projects

Tap into the wisdom of experts to learn what every engineering manager should know. With 97 short and extremely useful tips for engineering managers, you'll discover new approaches to old problems, pick up road-tested best practices, and hone your management skills through sound advice. Managing people is hard, and the industry as a whole is bad at it. Many managers lack the experience, training, tools, texts, and frameworks to do it well. From mentoring interns to working in senior management, this book will take you through the stages of management and provide actionable advice on how to approach the obstacles you'll encounter as a technical manager. A few of the 97 things you should know: "Three Ways to Be the Manager Your Report Needs" by Duretti Hirpa "The First Two Questions to Ask When Your Team Is Struggling" by Cate Huston "Fire Them!" by Mike Fisher "The 5 Whys of Organizational Design" by Kellan Elliott-McCrea "Career Conversations" by Raquel Velez "Using 6-Page Documents to Close Decisions" by Ian Nowland "Ground Rules in Meetings" by Lara Hogan

To many program, project, or construction managers, a complex project seems to be a labyrinth with many hidden dangers. This book is a guide through that labyrinth. It explains best practices and provides insight so they cannot only identify hidden dangers but also effectively manage the construction process to either mitigate or eliminate these risks. The book presents a systems-based approach to construction project management that can facilitate a greater understanding of the complexity inherent in large construction projects and how that complexity can be effectively managed. The systems approach permits the onsite construction project manager to take a complex construction project, break it down into manageable pieces, and ensure that all systems are in alignment with the original goal of the project. This approach combines industrial engineering, project management, and finance into a unified approach for effective management of complex construction projects, ranging from a power plant to a highway project. The book explains how to manage construction projects successfully through an approach based on the three following systems: Project Management System Work Management System Quality Management System The problem with complex programs and projects is that many managers are only equipped with a knowledge of project management. A system for construction is a collection of many processes effectively working together to produce a specific deliverable, which is usually defined in the program or project's contract. This system has a series of specific inputs and outputs, which are what the customer expects from the company or companies performing the work. This book develops checklists based on these inputs and outputs, which managers can use when first arriving onsite, and provides a "nuts and bolts" approach for managing a complex construction project onsite. The author shares valuable lessons learned during a career of more than thirty years of working on various construction sites around the world. These lessons learned are filled with valuable information to aid readers become more effective as a program, project, or construction manager of complex construction projects.

Lean is a set of disciplines that can result in tremendous savings and profitability for companies. It can significantly reduce cycle times and increase customer satisfaction. Lean, however, must be applied efficiently and effectively to achieve optimum results. This book discusses project management concepts, tools, and techniques as they apply to managing Lean projects. It explains how you can apply the discipline of project management to fully harness the energy and power that Lean offers. Managing Lean Projects begins by discussing the major concepts and techniques that make Lean so powerful. It details the many benefits of Lean, along with the key challenges that must be overcome to fully reap its benefits. The book then goes on to describe the project management tools and techniques you can use to get the most out of Lean. It explains how the structure of each key project management process helps to keep the Lean project on course. The book devotes separate chapters to the project management processes for PDCA (plan, do, check, act) and DMAIC (define, measure, analyze, improve, control) Lean lifecycles. In both chapters, detailed case studies help to demonstrate the concepts presented in a real-world situation. The author includes numerous diagrams, examples, and checklists throughout the book to get you started quickly managing Lean projects. As Lean continues to pick up momentum across many industries, it becomes imperative that project managers learn how to use it to achieve the desired results. With this book, project managers will be well-equipped to lead, not just manage, their Lean projects to success and to the benefit of their organization and the people who work in it.

The National Clean Energy Fund (NCEF), announced in the Government of India s Budget 2010-11, is seen as a major step in India's quest for energy security and reducing the carbon intensity of energy. Funding research and innovative projects in clean energy technologies, and harnessing renewable energy sources to reduce dependence on fossil fuels constitute the objectives of the NCEF. The NCEF s utilization of funds is considered to be rather low and disbursements poorly aligned with the fund s stated objectives, thus posing a potential risk of diluting the focus of NCEF with adverse implications for the much-needed research and innovation in the clean energy sector in India.
The book provides a detailed framework for promoting effective utilization and administration of NCEF. To this effect, it identifies the most promising avenues for utilization of NCEF resources for catalytic opportunities and deployment of new technologies. It also identifies and prioritizes the specific energy sub-sectors towards which the NCEF resources are directed. It also makes suggestions for designing a smart monitoring and evaluation framework for the NCEF.
This work provides significant information for the government so that appropriate mid-course corrections may be made in a timely manner. This will also be useful in honing the strategic thinking on a suitable energy-technology policy and an assessment of technology needs and other barriers to the clean energy sector in India."

Whether a construction project turns out to be successful or not has a lot to do with the clarity of the client's objectives and how the client establishes and instils a culture throughout the project team. This book's focus is on defining and exploring those attributes of clients or organisations which enable clear communication, and as a result help ensure the project's success. For senior construction professionals, this book explains how to approach key aspects of projects so that the client's expectations can be anticipated and understood. It also provides information on how other parties can positively influence the outcome of the project and interact with their fellow stakeholders. Commentaries on real life projects illustrate how this is achieved in practice, and common pitfalls are pointed out to help you avoid them. Drawing on almost 40 years' UK and international experience of working on major construction projects in a variety of roles, the author provides clear insight into how to efficiently progress a project from inception through to completion. This is hugely valuable reading for client senior decision-makers, project managers, programme managers, design and construction leaders, and those studying all of these subjects.

The current, second edition of this book reflects the 15 years of practical experience with the Six Sigma+Lean toolbox. It is a comprehensive collection of all the tools necessary for project work and running workshops when improving processes. All tools have been illustrated in a clear and comprehensible structure with examples and tips for applying the tools included. The chronology corresponds to the procedure of an improvement project comprising the steps D(efine), M(easure), A(nalyze), I(mprove) and C(ontrol). The most important innovation of this edition is the fact that it guides the user to select the appropriate tool using questions. The paradigm change from a Toolset to a Mindset has proven worthwhile in project work and ensures that corporate problems are addressed with the goal of achieving efficient solutions rather than having a large quantity of perfect tools to choose from. The efficiency factor of work in projects and workshops will therefore improve significantly. Through this paradigm change, connected with its unique structure, this book provides an effective tool not only for project and workshop leaders but also for the executives/sponsors involved who will be guided to solve the given task formulation quickly and in a sustainable way.

Process Simulation and Parametric Modeling for Strategic Project Management will offer CIOs, CTOs and Software Development Managers, IT Graduate Students an introduction to a set of technologies that will help them understand how to better plan software development projects, manage risk and have better insight into the complexities of the software development process. A novel methodology will be introduced that allows a software development manager to better plan and access risks in the early planning of a project. By providing a better model for early software development estimation and software development, managers will be better equipped to make more effective project portfolio investment choices. Moreover, the methodology will allow the software development manager to continually simulate scenarios throughout the lifecycle of the project and determine plausible alternatives before the risk becomes a reality.

Organisations that follow the principles of good Earned Value Management (EVM) create an environment that allows teams to successfully operate and thrive - even in the face of challenges that could negatively impact their projects. Earned Value Project Management (EVPM) is a methodology used to measure and communicate the real physical progress of a project taking into account the work completed, the time taken and the costs incurred to complete that work. As a result, EVPM allows more educated and effective management decision-making, which helps evaluate and control project risk by measuring project progress in monetary terms.

This is not another how-to guide for program managers or another reiteration of the Project Management Institute s standards for program management. Instead, Program Management Leadership: Creating Successful Team Dynamics examines various leadership approaches and illustrates the value of effective leadership styles in Program Management for achieving program and project success.
Identifying critical success factors specific to program management, the book focuses on effective leadership styles and the power of teamwork in exceeding expectations. It starts by examining various leadership styles and traits providing helpful insights on the tough choices leaders are often forced to make. It describes effective methods to help leaders work with stakeholders and team members to set visions and objectives so that program goals are achieved with greater frequency.
Next, the book further examines teams and explains how to bring people from various experience levels, geographic diversity, and cultural backgrounds together setting aside their own personal objectives and instead working towards a common goal and vision. Presenting recent research on leadership, it highlights the situational factors that leaders face and offers approaches enabling leaders to modify their style from one based on personal choice to one that can adapt to overcome the challenges that will arise.
From there, the book describes how to build and maintain a High Performing Team (HPT). It also describes how to instill a competitive spirit and culture of cooperation and mutual respect in your team to make sure your team remains focused on the right things.
This book is an ideal resource for anyone who understands the value of the tools provided by PMI(r) and is searching for the factors that separate good program and project managers from truly great ones. If you are focused on self-actualization and continuous improvement, then this is the book that can help drive your program initiatives to the highest possible standards.

Library work often involves coordinating projects with many tasks and many stakeholders where cost and time limitations can be seen as opportunities. Project management can serve librarians well in their approach to a project. Learning to effectively manage those projects will help to work more effectively and to achieve goals. This book is designed to provide all library staffers at every level, in public, academic, school, and special libraries with an understanding of the basic tools of the project management methodology so that they may embark on projects with the expectation of success. The book is divided into three sections. The first section, Preparing for Project Management, includes the terminology, the philosophy, the people, and the return on investment of project management in libraries. The second section, Planning and Implementing Project Management, introduces the basics of the project management methodology as designed by the Project Management Institute. The third section, Library Resources, provides assistance in using the project management methodology for specific types of library projects, an introduction to agile project management, and success stories in library project management. The book includes many examples of project management tools and techniques as applied to library projects.

In Portfolio Management , Shan Rajegopal, a leading authority on innovation and project portfolio management, provides an integrated project portfolio management framework which links innovation, investment and implementation. A successful tried and tested method, this blueprint will be a hands-on guide for business executives.

Very few companies are successful in undertaking strategic transformation while maintaining long term superior financial performance. This book, by leading strategy experts, draws upon extensive interviews with business leaders and insights from companies faced with this challenge.

The Olympic Games are the world's most complex and challenging sport mega-event to organize. Managing the Olympics is the first ever attempt to bring together the world's leading Olympic management researchers in one book and draws on the latest research into the management challenges faced by the organizers and key stakeholders of the Games.

The must-have manual to understand and use the latest edition of the Fifth Edition The professional standard in the field of project management, A Guide to the Project Management Body of Knowledge (PMBOK(R) Guide Fifth Edition) published by the Project Management Institute (PMI(R)) serves as the ultimate resource for professionals and as a valuable studying and training device for students taking the PMP(R) Exam. A User's Manual to the PMBOK(R) Guide takes the next logical step to act as a true user's manual. With an accessible format and easy-to-understand language, it helps to not only distill essential information contained in the PMBOK(R) Guide Fifth Edition, but also fills an educational gap by offering instruction on how to apply its various tools and techniques. This edition of the User's Manual: * Defines each project management process in the PMBOK(R) Guide Fifth Edition, describes the intent, and discusses the individual ITTOs (inputs, tools and techniques, and outputs) * Features examples, handy tips, and sample forms to supplement learning * Contains a data flow diagram of each process in the PMBOK(R) Guide Fifth Edition to show how information is distributed * Is updated to provide deeper coverage of stakeholder management and to include new processes for scope, schedule, cost, and stakeholder management The User's Manual enables you to put the PMBOK Guide Fifth Edition to work on your projects. It will help you implement the processes described in the PMBOK Guide Fifth Edition and apply the tools and techniques to help make your projects successful. Thorough in coverage and rich in content, it is a worthy companion to augment the important strategies laid out in the PMBOK(R) Guide Fifth Edition, and the one book that aspiring or professional project managers should never be without. * Fully updated to align with A Guide to the Project Management Body of Knowledge (PMBOK(R) Guide) Fifth Edition * Describes how to apply tools and techniques for projects and how to create process outputs * Presents information by process group * Expands upon the PMBOK(R) Guide with information on the sponsor's role and planning loops * Integrates and describes interpersonal skills into the process where they are identified (PMBOK, PMI, PMP and Project Management Professional are registered marks of the Project Management Institute, Inc.)

Portfolio management is becoming the 'must have' for organizations to prosper and survive in this decade and beyond. No longer can the organizational focus be one of following best and repeatable practices as resource limitations mean only those programs, projects, and operational work that add business value can and should be pursued. Executives are focusing on strategic ability and managing complexity, which only can be done through a disciplined portfolio process in ensuring the best mix of programs, projects, and operational work is under way. In turn, the portfolio is constantly in flux as difficult decisions are made if a project, for example, is no longer contributing to business value and providing benefits and should be terminated to reallocate resources to one of higher priority. Commitment to this difficult approach is necessary at all levels, and communication is required so everyone knows how their work contributes to the organization's strategic goals and objectives. Portfolio Management: Delivering on Strategy, Second Edition focuses on the benefits of portfolio management to the organization. Its goal is to provide senior executives a view on how portfolio management can deliver organizational strategy. The emphasis is on the specific aspects within the portfolio management discipline and how each aspect should be managed from a business perspective and not necessarily from a portfolio management perspective. Highlights of the book include: Agile portfolio management Delivering organizational value Portfolio management and uncertainty Portfolio governance Marketing a portfolio Portfolio management success Starting with a review of the project portfolio concept and its development, the book is a reference for executives and practitioners in the field, as well as a students and researchers studying portfolio management.

This concise reference covers important aspects of project management. It explains many key concepts in layman's terms, provides tools for planning, organizing, tracking and managing projects and gives examples of various telecommunications projects from wireline and wireless providers, equipment vendors and component manufacturers.

This pocket guide explains the content and the practical use of ISO 21500 - Guidance on project management, the latest international standard for project management, and the first of a family of ISO standards for project, portfolio and program management. ISO 21500 is meant for senior managers and project sponsors to better understand project management and to properly support projects, for project managers and their team members to have a reference for comparing their projects to others and it can be used as a basis for the development of national standards. This pocket guide provides a quick introduction as well as a structured overview of this guidance and deals with the key issues within project management: * Roles and responsibilities * Balancing the project constraints * Competencies of project personnel All ISO 21500 subject groups (themes) are explained: Integration, Stakeholder, Scope, Resource, Time, Cost, Risk, Quality, Procurement and Communication. A separate chapter explains the comparison between, ISO 21500 and PMBOK(R) Guide PRINCE2, Agile, Lean, Six Sigma and other methods, practices and models. Finally, it provides a high level description of how ISO 21500 can be applied in practice using a generic project life cycle. Proper application of this new globally accepted project management guideline will support organizations and individuals in growing their project management maturity consistently to a professional level.

The project management secrets that experts and top professionals use. Get results fast with this quick, easy guide to the fundamentals of Project Management. Includes how to: * Deliver a successful project from start to finish * Communicate effectively with people at all levels * Manage changes and control scope creep * Identify and deal with risks * Work with common project management methodologies