Published here May, 2006.

Introduction | Book Structure | What We Liked - Part 1 | What We Liked - Part 2
Downside - Part 1 | Downside - Part 2 | Summary

Book Structure

The Preface explains that:

"The need for agility is magnified in highly innovative businesses that are pushing the limits of current technology and thinking, and where key parts of projects often involve discovery or problem solving never encountered before ... [In problem-solving projects,] project management is more often than not perceived as a bureaucratic overhead that will probably slow down the team rather than make it more agile ... [Yet] most companies recognize that effective and agile project management is essential for their survival. The problem is getting there! ... It is in these situations where we will explore various new thinking that will supplement the current body of knowledge on project management ..."[5]

Accordingly, Agile Project Management contains twelve chapters and four appendices logically organized as follows:

  1. Defining Agile Project Management
  2. Determining When to Use Agile Project Management
  3. Projects Are the Business
  4. The Cross-Functional Team: Organizing for Agility
  5. The Project Manager's Role
  6. The Agile Team
  7. Planning for Agility
  8. Approaching Risk in an Agile Environment
  9. Management: Creating an Environment of Agility
  10. The Operational Project Management Infrastructure
  11. Agile Portfolio Management: Aligning Tactical Projects with Business Strategy
  12. Integrating Portfolio and Project Management with the Product Development Process for Business Success

    Appendix A: Project Status Reporting Process
    Appendix B: Issue Tracking Process
    Appendix C: Action Item Tracking Process
    Appendix D: Portfolio Prioritization Process

As a common thread throughout the book, Gary uses the diagram shown in Figure 1 to illustrate key differences between agile project management and classic project management.

Figure 1: Comparison of agile with classic PM
Figure 1: Comparison of agile with classic PM

Through the chapters, key points are emphasized by sidebars titled "Agile Strategy". These points are presented as tips or action items for the agile project manager. At the end of each chapter there is a brief summary of key points in bullet form. In addition, several chapters end with a section on "Workflow" or similar template instructions. In addition, the four appendices listed above provide valuable detailed descriptions and explanations of the processes named.

Introduction  Introduction

5. Ibid, pp vii - x
Home | Issacons | PM Glossary | Papers & Books | Max's Musings
Guest Articles | Contact Info | Search My Site | Site Map | Top of Page