Agile Project Management: Creating Innovative Products (repost)

Best practices for managing projects in agile environments—now updated with new techniques for larger projects
Today, the pace of project management moves faster. Project management needs to become more flexible and far more responsive to customers. Using Agile Project Management (APM), project managers can achieve all these goals without compromising value, quality, or business discipline. In Agile Project Management, Second Edition, renowned agile pioneer Jim Highsmith thoroughly updates his classic guide to APM, extending and refining it to support even the largest projects and organizations.

Writing for project leaders, managers, and executives at all levels, Highsmith integrates the best project management, product management, and software development practices into an overall framework designed to support unprecedented speed and mobility. The many topics added in this new edition include incorporating agile values, scaling agile projects, release planning, portfolio governance, and enhancing organizational agility. Project and business leaders will especially appreciate Highsmith’s new coverage of promoting agility through performance measurements based on value, quality, and constraints.

This edition’s coverage includes:
Understanding the agile revolution’s impact on product development
Recognizing when agile methods will work in project management, and when they won’t
Setting realistic business objectives for Agile Project Management
Promoting agile values and principles across the organization
Utilizing a proven Agile Enterprise Framework that encompasses governance, project and iteration management, and technical practices
Optimizing all five stages of the agile project: Envision, Speculate, Explore, Adapt, and Close
Organizational and product-related processes for scaling agile to the largest projects and teams
Agile project governance solutions for executives and management
The “Agile Triangle”: measuring performance in ways that encourage agility instead of discouraging it
The changing role of the agile project leader