Agile Project Management Agile Business Leadership Book 2 (Audible Audio Edition) Michael Nir Barbara H Scott Sapir Consulting Books
Download As PDF : Agile Project Management Agile Business Leadership Book 2 (Audible Audio Edition) Michael Nir Barbara H Scott Sapir Consulting Books
Updated and Advanced Edition
- Launching Agile and SCRUM - the product owner as a change agent
- Trust as a key differentiator in project and portfolio success
- Unique never-before-introduced scheme - Agile is not alone - basics of JIT, Lean Pull, Local optimization Lean and Agile chronicles - receiving buy in from stakeholders
Everyone wants to use Agile while maintaining the Waterfall structure and reap the benefits of both. In Agile Scrum The Agile Product Owner you will find
- Pioneering views on marrying Waterfall and Agile. Each implementation has personalized company specific aspects, the emerging solution is always proven to be somewhat different - learn the skills of empowering your product owner and the entire environment.
- Terrific - Stop letting others tell you what to do! You know best and with the breakthrough concepts in this guide it will be easy for you to reap the benefits of both worlds and make the stakeholders happy!
Agile Scrum The Agile Product Owner, Exciting Fundamentals - quick to implement.
- Presented in an easy to follow case study! Meet Patrick and Naresh, Suzanne and others as they struggle and ultimately succeed and rewarded
- Discussed from a multi - perspective view - unique voices from various points of view.
- Integrated to allow you simple roll out across a portfolio! Concepts that allow an improved solution
Agile Project Management Agile Business Leadership Book 2 (Audible Audio Edition) Michael Nir Barbara H Scott Sapir Consulting Books
When the agile movement re-cast the roles of the SDLC they did so with small projects as the baseline of their experience. A typical minimal SDLC method includes subject matter experts (those who execute the current workflow activities), a Project Manager, a Business Analyst, a Software Architect, UX specialists, Developers, DBAs, and Testers. A Scrum Team consists of a Product Owner, the Development Team, and a Scrum Master. The typical SDLC method responsibilities for activities, and the skills needed to get them done, went from 8 roles down to 3. For small projects that is great, but as the industry is learning the hard way, for bigger projects it just doesn't cut it.The product owner role received a lot of responsibilities. This means they also are expected to have a lot of skills. By no fault of their own, this is not usually the case. Along with the lack of skills, I also usually see them floundering for the authority needed to be effective. I do not understand why there are so many people that believe changing a person's job title will somehow magically give them the skills needed to do the job.
The activities needed to build software successfully didn't change when agile was explicitly introduced to software development. Agile has implicitly always been a goal of software development projects. The activities required to successfully build software were just moved around, redefined to give them a new context, renamed, and in some cases ignored. If the team adopting Scrum is dysfunctional, they remain as dysfunctional as they were before attempting to use Scrum. Their skills and experience didn't change by moving the team to a new method of managing the project.
The product owner was usually a project manager, subject matter expert, or business analyst in their previous non-agile life. This book does a great job of covering what a product owner is, what they are expected to know, and what they are supposed to accomplish. I have listed the chapters below to give you an idea of what is covered.
Breakthrough! Being Agile — The Product Owner as a Change Agent
Improved insight - The Point for Effective Communication
--Leading through conflict — the product owner as a mediator
--Leading Change and Winning Collaboration - A Mode!
Owning the business case
Unlocking usable user stores- solving business problems
--Interview
--Job Shadowing
--Brainstorming and Alternatives
Reliably working with the Team — Building Trust
Focusing on interfaces: development-Business
Understand the domain
Thinking Acceptance Criteria - When is the Project Over?
Scaling Agile — the product owner perspective
Scaling Agile — the bigger picture of life cycles
--Linear or Phased Approaches
----Waterfall
----V Model
--Incremental Development Approach
----Staged Delivery
--Iterative Approaches
----Spiral
----Rationale Unified Process
--Agile Approaches
----Rapid Application Development
----DSDM
----Extreme Programming
Perspective of the big picture- the basics of JIT, Lean Pull, Local Optimization in a MPRCS - Agile is not alone
Free Glimpse: Secrets of powerful teams - Revealing ideas of NLP and the use of words
I really like the way the author puts Scrum into perspective. He says 'Waterfall is a methodology, the principal approach of which is linear. Agile is an approach and Scrum is a method. Comparing agile and waterfall is like comparing apples and oranges in more than one aspect.
I have said before that there are way too many books, and way too much information available on agile these days. I'll be the first to admit, that every time I see an agile book coming out the first thing I think is how could they possibly still be milking agile. I also must admit, that many of the new books coming out on agile are now reflective of experience, and not based entirely on theory. That was what you used to find in the agile library, all theory and no experience.
Architecture, lifecycle phases, documentation, and specialized skill sets for certain roles throughout the process have made their way back into the agile world on projects that are larger than a 3 to 5 person team can handle. Thank goodness any good agile book you pick up today will either include these topics as absolutely essential, or you can throw it in the garbage.
I really liked seeing the author introduce Waterfall, V Model, Staged Delivery, Spiral, Rationale Unified Process, Rapid Application Development, DSDM, and Extreme Programming.
I found the advice in this book to be dead on for helping the product owner understand their role and then helping them succeed at filling it. The book is less than 125 pages, so it is a short read, full of practical and relevant advice, with absolutely no filler.
I highly recommend this book to all those moving towards an agile approach, but especially those moving towards an agile method that includes the product owner role.
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Agile Project Management Agile Business Leadership Book 2 (Audible Audio Edition) Michael Nir Barbara H Scott Sapir Consulting Books Reviews
As a new PO this helped clarify responsibilities, and remind me that other organizations face similar topics in agile development.
While it contains many decent nuggets, the information is unorganized and flawed. The bulk of product ownership topic is exhausted in the first third of the book, and by the last third the reader is being subjected to a rambling discourse on the history of software project management (culminating in a digression on post-WWII Japanese manufacturing processes and a strained analogy to Agile). The book is also interrupted by "thinking points" which belong in a middle school text book, not a book intended for professionals.
This book was half decent. A lot of good points were made and some good ideas to help stimulate thinking we're also introduced. It felt a little too short. In some areas I thought a deep dive was warranted. There were also quite a few typos I noticed.
I am still reading it
Generally a good read if you have not worked in an Agile environment. If you are experienced in agile, it's too lightweight.
I currently hold a CSM certification. I am interested in obtaining a CSPO next. I think this book is a great step toward that goal. The book is to the point and a quick read. I would recommend this book for that purpose or an overview of what a Agile Product Owner is responsible for.
This book did a good job of skimming the surface of product ownership, and for the price is a very good read. It contains many relevant examples that help the reader understand the concepts. If you are looking for a very detailed book to tell you everything you need to know to be a great product owner, this is not it. But I would definitely recommend this book as a starting point.
When the agile movement re-cast the roles of the SDLC they did so with small projects as the baseline of their experience. A typical minimal SDLC method includes subject matter experts (those who execute the current workflow activities), a Project Manager, a Business Analyst, a Software Architect, UX specialists, Developers, DBAs, and Testers. A Scrum Team consists of a Product Owner, the Development Team, and a Scrum Master. The typical SDLC method responsibilities for activities, and the skills needed to get them done, went from 8 roles down to 3. For small projects that is great, but as the industry is learning the hard way, for bigger projects it just doesn't cut it.
The product owner role received a lot of responsibilities. This means they also are expected to have a lot of skills. By no fault of their own, this is not usually the case. Along with the lack of skills, I also usually see them floundering for the authority needed to be effective. I do not understand why there are so many people that believe changing a person's job title will somehow magically give them the skills needed to do the job.
The activities needed to build software successfully didn't change when agile was explicitly introduced to software development. Agile has implicitly always been a goal of software development projects. The activities required to successfully build software were just moved around, redefined to give them a new context, renamed, and in some cases ignored. If the team adopting Scrum is dysfunctional, they remain as dysfunctional as they were before attempting to use Scrum. Their skills and experience didn't change by moving the team to a new method of managing the project.
The product owner was usually a project manager, subject matter expert, or business analyst in their previous non-agile life. This book does a great job of covering what a product owner is, what they are expected to know, and what they are supposed to accomplish. I have listed the chapters below to give you an idea of what is covered.
Breakthrough! Being Agile — The Product Owner as a Change Agent
Improved insight - The Point for Effective Communication
--Leading through conflict — the product owner as a mediator
--Leading Change and Winning Collaboration - A Mode!
Owning the business case
Unlocking usable user stores- solving business problems
--Interview
--Job Shadowing
--Brainstorming and Alternatives
Reliably working with the Team — Building Trust
Focusing on interfaces development-Business
Understand the domain
Thinking Acceptance Criteria - When is the Project Over?
Scaling Agile — the product owner perspective
Scaling Agile — the bigger picture of life cycles
--Linear or Phased Approaches
----Waterfall
----V Model
--Incremental Development Approach
----Staged Delivery
--Iterative Approaches
----Spiral
----Rationale Unified Process
--Agile Approaches
----Rapid Application Development
----DSDM
----Extreme Programming
Perspective of the big picture- the basics of JIT, Lean Pull, Local Optimization in a MPRCS - Agile is not alone
Free Glimpse Secrets of powerful teams - Revealing ideas of NLP and the use of words
I really like the way the author puts Scrum into perspective. He says 'Waterfall is a methodology, the principal approach of which is linear. Agile is an approach and Scrum is a method. Comparing agile and waterfall is like comparing apples and oranges in more than one aspect.
I have said before that there are way too many books, and way too much information available on agile these days. I'll be the first to admit, that every time I see an agile book coming out the first thing I think is how could they possibly still be milking agile. I also must admit, that many of the new books coming out on agile are now reflective of experience, and not based entirely on theory. That was what you used to find in the agile library, all theory and no experience.
Architecture, lifecycle phases, documentation, and specialized skill sets for certain roles throughout the process have made their way back into the agile world on projects that are larger than a 3 to 5 person team can handle. Thank goodness any good agile book you pick up today will either include these topics as absolutely essential, or you can throw it in the garbage.
I really liked seeing the author introduce Waterfall, V Model, Staged Delivery, Spiral, Rationale Unified Process, Rapid Application Development, DSDM, and Extreme Programming.
I found the advice in this book to be dead on for helping the product owner understand their role and then helping them succeed at filling it. The book is less than 125 pages, so it is a short read, full of practical and relevant advice, with absolutely no filler.
I highly recommend this book to all those moving towards an agile approach, but especially those moving towards an agile method that includes the product owner role.
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