Skip to main content
Fachgebiete
Automobil + Motoren Bauwesen + Immobilien Business IT + Informatik Elektrotechnik + Elektronik Energie + Nachhaltigkeit Finance + Banking Management + Führung Marketing + Vertrieb Maschinenbau + Werkstoffe Versicherung + Risiko
DE
EN
Themenseiten
Organisationspsychologie Projektmanagement Marketing Smart Manufacturing
Bücher
Zeitschriften
Weitere Formate
Podcasts Webinare Technik Webinare Wirtschaft Kongresse Veranstaltungskalender Awards
Jetzt Einzelzugang starten
Zugang für Unternehmen
Referenzkunden
MTZ-Fachkongress

Antriebe und Energiesysteme von morgen


Austausch von Automobil- und Energiewirtschaft

Am 14./15. Mai geht es in Chemnitz um die Mobilitätswende durch Elektro- und Wasserstofffahrzeuge.
Erweiterte Suche
Anmelden
nach oben
Erschienen in:
Introduction Kapitel lesen Erstes Kapitel lesen

2015 | OriginalPaper | Buchkapitel

4. Agile Project Management

verfasst von : Alan Moran

Erschienen in: Managing Agile

Verlag: Springer International Publishing

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config
loading …

Abstract

This chapter considers the major elements of agile project management as perceived through the lens of the DSDM Agile Project Framework (which is related to DSDM Agile Project Management though there are significant differences). The introduction of this framework forms the basis of discussions elsewhere in this book concerning how wider matters including governance, quality and risk ought to be tackled in the agile context (though other disciplines covered in this book such as configuration management feature less prominently in the DSDM Agile Project Framework). Owing to the existence of an extensive body of literature concerning specific practices and guidance it is not necessary here to delve into operational details. However, where appropriate the standard DSDM literature is complemented with wider perspectives (e.g., agile success factors, role conflicts and compatibilities, implicit self-organisation roles) so that even the reader already familiar with DSDM may yet discover some new insights.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

  • über 102.000 Bücher
  • über 537 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Maschinenbau + Werkstoffe
  • Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Technik"

Online-Abonnement

Mit Springer Professional "Technik" erhalten Sie Zugriff auf:

  • über 67.000 Bücher
  • über 390 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Maschinenbau + Werkstoffe




 

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

  • über 67.000 Bücher
  • über 340 Zeitschriften

aus folgenden Fachgebieten:

  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Versicherung + Risiko




Jetzt Wissensvorsprung sichern!

Jetzt informieren
Vorheriges Kapitel Financial Management
Nächstes Kapitel Agile Programme Management
Fußnoten
1
The classical example of forced ranking of requirements is the Scrum Product Backlog.
 
2
MoSCoW is a common prioritisation acronym for Must, Should, Could and Wont.
 
3
PRINCE2®, which stands for PRojects In Controlled Environments, is a traditional project management framework that adopts a phased though not necessarily incremental approach to product development.
 
4
At times DSDM is phlegmatic about the manner in which the methodology is complied with, suggesting that whilst the entire methodology can be used some of the time, some of it can be used all of the time.
 
5
The value of osmotic communication, e.g., the benefit of overhearing relevant conversations, must be balanced against the disadvantage of drafting, i.e., hearing of unwanted and perhaps noisy information that colocation brings with it.
 
6
Whereas the DSDM Agile Project Framework refers to workshops, earlier versions of DSDM (e.g., Agile Project Management) referred specifically to facilitated workshops as a core practice.
 
7
Deep listening is an interview technique wherein the questioner engages fully in listening to responses without attempting to judge them or control the direction of the conversation. This requires not only letting go but also an air of calmness and open reception towards the other party.
 
8
In earlier versions of DSDM there was an explicit identification of Must and Should items with the Business Case though this link is rather more implicit in the DSDM Agile Project Framework.
 
9
These remarks concerning models apply equally to the capture of current and future states of the system.
 
10
The free format Timebox is the direct mapping of a Scrum Sprint.
 
11
Earlier versions of DSDM made reference only to variations of the structured Timebox.
 
12
Earlier incarnations of the DSDM process separated the Evolutionary Development into Exploration and Engineering phases.
 
13
Much of what follows from here to the end of this section is not part of the official canon of DSDM.
 
14
The DSDM Agile Project Framework dedicates an entire chapter and an appendix to a detailed discussion of the Project Approach Questionnaire.
 
15
The Prioritised Requirements List mouthful can be abbreviated to PRL (pronounced “prill”).
 
16
RACI (Responsible, Accountable, Consulted and Informed) describes the manner in which roles are engaged and is a common device in process management.
 
17
Earlier DSDM literature cited three levels of planning that also included a high-level Outline Plan though this has since been subsumbed in the Foundations activities in the DSDM Agile Project Framework.
 
18
In earlier DSDM literature the Delivery and Deployment Plans were considered separate products with the latter being considered an evolution of the former.
 
19
In recent years other methodologies (e.g., DAD, SAFe®) have incorporated elements of project management to varying degrees (e.g., SAFe®avoids using the term project preferring instead to refer to team level structures).
 
Metadaten
Titel
Agile Project Management
verfasst von
Alan Moran
Copyright-Jahr
2015
Buch
Managing Agile

Print ISBN: 978-3-319-16261-4

Electronic ISBN: 978-3-319-16262-1

Copyright-Jahr: 2015

DOI
https://doi.org/10.1007/978-3-319-16262-1_4

Premium Partner

    Bildnachweise