Who’s it for?
This publication is for managers across all sectors of industry who want to understand what Agile is and how it can benefit their organizations. It doesn’t matter what level of management you are – managing Agile projects affects practically all levels. The aim is to help managers and leaders understand what Agile is and to provide guidance on how to introduce sustainable Agile approaches and manage them effectively.
Although the main audience is leaders and managers, the content is a comprehensive foundation in understanding Agile that is as useful to the expert as it is to the novice.
Why do you need it?
Implementing an Agile approach can be a minefield. Many fail before they start because of the lack of consideration for how Agile can be integrated into existing structures and cultures, and how to manage that integration. There is now a plethora of different approaches or methods, and understanding which is the right one for your organization can be a complex task. This publication provides guidance on all these aspects and will help you to choose and build a sustainable Agile capability that will be of real benefit to your organization.
Who’s it by?
Steve Messenger
Steve has been involved in Agile since its inception and was pioneering iterative approaches (now called Agile) from the mid-1990s. As a senior leader, Steve has implemented Agile in many diverse organizations, including the highly regulated pharmaceutical industry, and has successfully managed various projects and programmes using Agile.
Steve has a strong reputation and global recognition. He has published articles on Agile project and programme management and scaled Agile, as well as being lead author of the DSDM® AgilePgM Agile Programme Management Handbook (2014). He contributed to the DSDM Agile Project Framework Handbook (2014) and the Agile PMO Pocketbook (2012). He is also the current chairman of the DSDM Consortium, which is one of the signatories of the Agile Manifesto.
Steve now uses his experience to provide training and consultancy to large organizations, and this keeps him up to date on current Agile thinking, trends and problems.
How is it organized?
Steve has included anecdotes and experiences from his own career in the hope that these will provide colour and practical guidance. Each chapter is self-contained and can be read independently.
A summary of what is covered in each chapter is as follows:
- Chapter 1 Gives an overview of Agile and its principles and explains the benefits. Various myths surrounding Agile are dispelled.
- Chapter 2 Explores how to create a sustainable Agile environment, including the implications for all stakeholders. Provides advice on transitioning to an Agile culture, and examines the effect on corporate processes and procedures.
- Chapter 3 Concentrates on governance within an Agile culture, describing how an Agile approach can thrive while providing assurance to stakeholders. Also provides advice on decision-making and budgeting, and the role of the business case in Agile.
- Chapter 4 Looks at the various Agile approaches and methods, providing guidance on choosing the right one for your organization and how to fit it together with the more traditional approaches. Looks at blended/hybrid approaches and the benefits of scaling.
- Chapter 5 Concentrates on the processes, roles and skills required to manage and direct Agile initiatives. Leading Agile at scale and managing risk are also covered.
- Chapter 6 Looks at Agile planning and how this differs from the more traditional approaches. Covers high-level features (known as ‘epics’) and prioritization, as well as resource planning and incremental delivery.
- Chapter 7 Shows how to track and control Agile initiatives, describing the tools and techniques available. Includes the different tracking and reporting needs of stakeholders and how to handle hybrid initiatives.
- Chapter 8 Looks at Agile in the wider organization, examining areas such as benefits and contract management with respect to Agile.
- Chapter 9 Concluding notes.
Steve begins each chapter with a quote from the Tao Te Ching, a fundamental text for Taoism written in the sixth century BCE by Laozi (also known as Lao Tzu). Although not a Taoist, Steve found that many of the passages related well to the concepts he was trying to relay. It is also interesting that much of the thinking in Agile has been around that long!