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 ..."
Accordingly, Agile Project Management contains twelve chapters and four
appendices logically organized as follows:
- Defining Agile Project Management
- Determining When to Use Agile Project Management
- Projects Are the Business
- The Cross-Functional Team: Organizing for Agility
- The Project Manager's Role
- The Agile Team
- Planning for Agility
- Approaching Risk in an Agile Environment
- Management: Creating an Environment of Agility
- The Operational Project Management Infrastructure
- Agile Portfolio Management: Aligning Tactical Projects with Business Strategy
- 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
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.
5. Ibid, pp vii