Agile Revolution: Transforming From command and control scope to collaborative c – hinnat ja saatavuus

Agile Project Management: Agile RevolutionThe waterfall methodology isn't at fault, is it merely the manifestation of a managerial command and control structure that demands a plan - scope driven approach for creating products. Agile Project Management: Agile Revolution - Best book on the topicThe PMBOK(R) and resultant product development command and control waterfall methodology is enticing since it offers us an illusion of certainty. Not only management benefits from this, rather we as humans, by default adherence to the allure of THE PLAN. We now know it NEVER really functioned Attributing to work by Professor Daniel Kahneman who coined the term "planning fallacy", as well as the failure of the transformational view of input process and output management, and the delusion of thermostatic control, among others, we understand better our cognitive failures in planning, and controlling. The linear command and control managerial planning approach was somewhat sufficient as long as the speed of change in markets was reasonable. It isn't anymore, it has been accelerating. We need a new paradigm. This is Agile. In the Agile community there is a belief that people in organizations have already heard of Agile. This is a BIG mistake. Most project managers in most organization have a no clue whatsoever about Agile culture. This is a mistake. Agile Project Management: Agile Revolution Will teach you how to conduct a 5 day Agile workshop to lead the Agile revolution in your organizationFrom the Author: Agile Project Management: Agile RevolutionI do not claim to invent any of the concepts within this book, I merely organize existing thoughts, practices, processes and tools which are part of the agile culture, in a method that makes sense, and that would generate success in implementing agile outside of software product development. Nevertheless, I am adding my own experiences in implementing the Agile culture and Lean thinking outside in the business. Unlike my other Agile books that assume a basic understanding of Agile concepts, I have selected a comprehensive view in this book; in order to build the logic and actively illustrate, that Agile thinking is a must in all project environments. I've opted to discuss the concepts of Agile systems since while software and hardware are integrated in many systems like PB&J, and Agile's next step into system development is natural, there is a forceful push back claiming it can't be done; it can't be Agile. Well, it can, however we need to understand more about:1. The mechanics of Agile;2. The Agile history; 3. The reasons leading to easy Agile implementations in software projects;4. Differences between hardware and software, and our motivation to use Agile approaches in non-software projects;5. How to adjust Agile culture to projects outside software. I wish you success in your Agile endeavors and fruitful reading.