Agile Product and Project Management: A Step-by-Step Guide to Building the Right Products Right
Mariya Breyter
Résumé
Agile delivery is becoming a mainstream project management framework, increasing demand for an understanding of modern related concepts. Agile Product and Project Management covers IT delivery and project management basics while approaching IT as a customer-centric product delivery ecosystem.
The book covers two major topics: building the RIGHT product and building the product RIGHT. Each chapter builds on the materials in the previous chapter. Terminology and exercises are introduced sequentially. The book takes you on a journey from identifying a product using Agile principles to delivering and iterating on this process, step-by-step. The final chapter provides practical advice on role-based interviews, career progression, professional certifications and affiliations, and communities of practice.
You'll Learn
- The Objectives and Key Results (OKR) framework, which explains why every project has to align with organizational objectives and how these objectives are used to measure project success
- Agile (Scrum, Kanban, XP), Waterfall, and hybrid product and project management practices, and how to apply the "working backwards" framework from the customer to IT projects
- The Lean Startup framework of product design, based on the "build-measure-learn" feedback loop, and compared with Waterfall requirements gathering and project scope management
- Design Thinking and customer research practices
- The product backlog taxonomy (epic, user story, subtask, bug, etc.), prioritization techniques, ongoing backlog maintenance, and stakeholder communication
- Major aspects of IT delivery, including Agile teams, roles, frameworks, and success criteria
- Waterfall planning and Scrum, in detail, including its Sprint structure, artifacts, roles, and ceremonies (meetings) as well as a comparison of Agile scaling frameworks
- Case studies of modern technology leaders, from startups to FAANG
- Examples of release plans and delivery reports based on actual projects in a wide range of companies, ways to minimize technical debt, implement DevOps, and establish quality management practices for software products
- Effective ways of managing dependencies and delivering products that delight customers and made the Silicon Valley giants successful and allowed for rapid business growth
Who This Book Is For
Graduate students specializing in computer science, information systems, project management, and related management areas; practitioners seeking professional development; and project management professionals looking to grow their careers into Agile product and project management
This chapter covers the history of project management as a profession and uses IT industry examples to show the need for incremental and iterative delivery, a collaborative work environment, innovation, and a customer-centric approach to product delivery. It incorporates an interactive review of the primary Agile delivery frameworks.
CLASS ACTIVITY: COMPARE TRADITIONAL AND AGILE FRAMEWORKS
CASE STUDY: FROM BLOCKBUSTER TO NETFLIX
SIMULATION PROJECT: A BUSINESS IDEA
QUESTIONS AND ANSWERS. TOPIC: IT DELIVERY VALUES AND PRINCIPLES.
HOMEWORK ASSIGNMENT: PROJECT MANAGEMENT IN IT
ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): AGILE MANIFESTO, PMBOK INTRODUCTION, AND SOFTWARE GUIDE
Part I: Building the RIGHT IT Product
Chapter 1. Starting your IT Project with Why
This chapter covers the OKR (Objectives and Key Results) framework as a part of the project management. It outlines why every project has to align with organizational objectives and shows how these objectives are used to measure project success. In addition, it explains the difference between a project and a product and introduces the distinction between project and product management in all primary project management frameworks.
CLASS ACTIVITY: REVIEW MISSION STATEMENTS AND OKRS FOR APPLE, AIRBNB, DISNEY, FACEBOOK, ALZHEIMER ASSOCIATION
CASE STUDY: MEASURE WHAT MATTERS (BONO CASE STUDY)
SIMULATION PROJECT: CREATE YOUR OKRS
TEMPLATES: OKR TEMPLATE
QUESTIONS AND ANSWERS. TOPIC: GOOD AND NOT-SO-GOOD OKRS. OKRS FOR IT
HOMEWORK ASSIGNMENT: OKR CRITIQUE
ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): MEASURE WHAT MATTERS BY JOHN DOERR
Chapter 2. Getting to Know Your Customer
This chapter covers Agile, Waterfall, and hybrid product management practices, applying the "working backwards" framework from the customer to IT projects. It builds on the knowledge of business objectives to focus on customer needs. It explains the concept of a persona type and provides tools and templates to identify the customer, empathize with the customer's problem, and define the product as "working backwards" from customer needs.
CLASS ACTIVITY: CREATE A CUSTOMER PERSONA TYPE
CASE STUDY: KNOW YOUR CUSTOMER
SIMULATION PROJECT: EMPATHY MAP
TEMPLATES: PERSONA DEFINITION
QUESTIONS AND ANSWERS: PERSONA REVIEW AND TARGET MARKET ANALYSIS
1 There may be further changes to content outlined in this document, including but not limited to case studies, examples, or subsections. The structure and the number of chapters will remain as stated.
HOMEWORK ASSIGNMENT: DESCRIBE PERSONAS FOR FIVE WELL-KNOWN IT COMPANIES
ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): LEAN UX BY JEFF GOTHELF
Chapter 3. Validating the Product Hypothesis in IT Projects
This chapter covers the Lean Startup framework of product design, based on the "build-measure-learn" feedback loop, and compares it with Waterfall requirements gathering and project scope management. Once the customer is identified, it is essential to validate whether our understanding of the customer's need is accurate. This chapter introduces the concepts of customer hypothesis, validation, minimum viable product (MVP), and the principles of making a decision to pivot or persevere. It describes the non-linear nature of lean startup validation, which is equally relevant for IT projects.
CLASS ACTIVITY: DEFINE AN EXPERIMENT BASED ON AN IT PRODUCT
CASE STUDY: AMAZON FIRE AND GOOGLE PLUS
SIMULATION PROJECT: VALIDATE YOUR SOFTWARE PRODUCT HYPOTHESIS
TEMPLATES: VALIDATION CANVAS FOR SOFTWARE DELIVERY
QUESTIONS AND ANSWERS: LEAN STARTUP PRINCIPLES AND BUILD-MEASURE-LEARN LOOP
HOMEWORK ASSIGNMENT: USE VALIDATION CANVAS TO IDENTIFY MVP
ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): LEAN STARTUP BY ERIC RIES
Chapter 4. Defining the IT Product
This chapter covers Design Thinking and customer research practices. Once the customer is identified, and the customer need is validated, it is possible to define the product, its features, and sequence of delivery. This chapter introduces value proposition analysis, user story mapping, and other product definition techniques based on industry examples. It includes Google Ventures' Design Sprint concept and related case studies. Customer research practices cover the topics of stating the research goal, identifying research methods, recruiting respondents, conducting interviews, and aggregating results of the research.
CLASS ACTIVITY: REVIEW A UNIVERSAL STUDIOS APP CANVAS
CASE STUDY: IDEO DESIGN THINKING OR GOOGLE VENTURES DESIGN SPRINT
SIMULATION PROJECT: CONDUCT FIVE CUSTOMER INTERVIEWS
TEMPLATES: PRODUCT CANVAS AND BUSINESS MODEL CANVAS
QUESTIONS AND ANSWERS: SOFTWARE PRODUCTS, PRODUCT PROPOSITION, VALUE STATEMENT, DESIGN SPRINT
ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): BUSINESS MODEL CANVAS BY ALEX OSTERWALDER AND THE PRODUCT CANVAS BY ROMAN PICHLER
Chapter 5. Creating and Maintaining IT Requirements
This chapter covers Waterfall scope management and Agile product backlog practices. It addresses high-level software requirements elicitation, process modeling, UML principles and artifacts (use cases, data models, all relevant diagrams), UI wireframing and UX design tools, and covers multiple approaches to managing and defining requirements in IT Once product features have been identified, the next step is to create a prioritized list of features and split them into smaller requirements, referred to as "user stories." This chapter describes the product backlog taxonomy (epic, user story, subtask, bug, etc.), prioritization techniques, ongoing maintenance, and stakeholder communication. Topics such as product backlog health, prioritization techniques, technical vs. functional requirements, and product backlog refinement are covered.
CLASS ACTIVITY 1: REVIEW A WATERFALL IT PROGRAM PLAN AND ATLASSIAN'S PRODUCT BACKLOG FOR JIRA, AND IDENTIFY IMPROVEMENT OPPORTUNITIES
CLASS ACTIVITY 2: MODEL PROCESSES, DEFINE USE CASES AND USE UML DIAGRAMMING TO CREATE AN AMAZON WEB STORE REQUIREMENTS.
CASE STUDY: KINDLE
SIMULATION PROJECT: BUILD COMMUNICATIONS MANAGEMENT PLAN
TEMPLATES: USER STORY BACKLOG AND AN INVEST CHECKLIST, REQUIREMENTS MANAGEMENT DOCUMENT
QUESTIONS AND ANSWERS: IT REQUIREMENTS QUALITY QUEST
HOMEWORK ASSIGNMENT: IDENTIFY FIVE TECHNIQUES FOR REQUIREMENTS PRIORITIZATION BASED ON COST AND RISK MANAGEMENT
ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): USER STORY MAPPING BY JEFF PATTON
Part II: Building the IT Product RIGHT
Chapter 6. Waterfall, Agile, and Hybrid Delivery Frameworks
This chapter covers major aspects of IT delivery, including Agile teams, roles, frameworks, and success criteria. Once the IT MVP is created, it is essential to identify the delivery framework, whether it is Waterfall, Scrum, Kanban, Extreme Programming, or any other Agile framework. In this chapter, these frameworks will be described, compared, and discussed based on their fit to a company, its culture, products, and business objectives.
CLASS ACTIVITY: COMPARE MAJOR IT DELIVERY FRAMEWORKS
CASE STUDY: SPOTIFY DELIVERY
SIMULATION PROJECT: SELECT A FRAMEWORK TO FOLLOW FOR YOUR PROJECT
TEMPLATES: TEAM STRUCTURE, ROLE DEFINITIONS
QUESTIONS AND ANSWERS: FRAMEWORKS COMPARISON
HOMEWORK ASSIGNMENT: WHICH TEAM ROLE WOULD YOU PREFER AND WHY?
ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): PMBOK
Chapter 7. Estimation and Planning in IT
This chapter covers Waterfall planning and Scrum in detail, including its Sprint structure, artifacts, roles, and ceremonies (meetings). It discusses how the Sprint structure is used to estimate effort and plan delivery and compares the approach to Waterfall. It talks about short-term and long-term planning, story point estimation, and Definition of Ready and Definition of Done. The five levels of planning are discussed based on real examples. In addition, it introduces the concepts of integration and IT project management.
CLASS ACTIVITY: "FRUIT SALAD" ESTIMATION EXERCISE
CASE STUDY: PMO TRANSFORMATION
SIMULATION PROJECT: ESTIMATE THE BACKLOG AND CREATE A ROADMAP
TOOLS: TOOLS (OVERVIEW OF M.S. PROJECT, TRELLO, JIRA, AND RALLY)
QUESTIONS AND ANSWERS: DEFINITION OF DONE AND DEFINITION OF READY
HOMEWORK ASSIGNMENT: CREATE A FREE TRELLO ACCOUNT AND ENTER FIVE USER STORIES IN PROPER FORMAT AND WITH STORY POINT ESTIMATION, THEN COMPARE THIS PLAN WITH THE WORK BREAKDOWN STRUCTURE-BASED GANTT CHART
ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): ESTIMATION TECHNIQUES BY MIKE COHN
Chapter 8. Incremental Delivery and Continuous Improvement in IT Engineering Culture and Communications Management
This chapter covers delivery, reporting, and continuous improvement. First, it provides examples of release plans and delivery reports based on actual projects in a wide range of companies and discusses technical debt and quality management concepts for software products. Next, it discusses team empowerment, feedback loops, and retrospective techniques. In addition, it discusses the idea of a product lifecycle and how it affects incremental delivery. Finally, it introduces the topic of engineering culture based on team empowerment and product delivery.
CLASS ACTIVITY: IDENTIFY SUCCESS METRICS VS. VANITY METRICS
CASE STUDY: FIDELITY'S DEVOPS CASE STUDY
SIMULATION PROJECT: IDENTIFY YOUR REPORTING FORMAT BY TARGET PERSONA
TEMPLATES: RELEASE MANAGEMENT TEMPLATE
QUESTIONS AND ANSWERS: RELEASE PLANNING, METRICS, AND REPORTING, PRODUCT LIFECYCLE, CONTINUOUS IMPROVEMENT
HOMEWORK ASSIGNMENT: IDENTIFY FIVE RETROSPECTIVE TECHNIQUES
ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): AGILE GAMES
Chapter 9. Agile Implementation Beyond IT Budget management, Risk Management, and Capacity Management in Agile
This chapter covers the topic of delivery beyond software products. It demonstrates that project management covers all work areas, including marketing and finance, human capital management, the service industry, and beyond. In addition, it covers cultural aspects of project management and organizational change management, leadership, and influence without authority. Finally, it also addresses traditional management areas, such as budget management ("beyond budgeting" principles), risk management via impediment resolution, and capacity management.
CLASS ACTIVITY: COMPARE THE TRADITIONAL ORGANIZATIONAL STRUCTURE AND AGILE STRUCTURE
CASE STUDY: SPOTIFY SQUAD MODEL
SIMULATION PROJECT: IDENTIFY BUDGET, RISK, AND CAPACITY MANAGEMENT MODEL FOR YOUR PROJECT
TEMPLATES: BUDGET AND CAPACITY MANAGEMENT IN AGILE AND WATERFALL
QUESTIONS AND ANSWERS: WHAT IS THE DIFFERENCE IN BUDGET MANAGEMENT IN MULTIPLE PROJECT MANAGEMENT FRAMEWORKS?
HOMEWORK ASSIGNMENT: CREATE BUDGET MONITOR FOR THE SAME DELIVERABLE IN AGILE AND WATERFALL ENVIRONMENT
ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): ORGANIZATIONAL STRUCTURE BY HENRIK KNIBERG
Chapter 10. Scaling Agile Delivery
This chapter covers project management at an organizational level, referred to as Scaled Delivery. It compares project and portfolio management with Scaled Agile approaches, including Scaled Agile Framework (SAFe), Large Scale Scrum (LeSS), and Scrum@Scale. Complexities of large-scale project delivery, including enterprise[1]level prioritization, project and product portfolio management, organizational alignment, and related organizational structures, are discussed and corporate culture and mindset. Finally, it covers the concept of organizational Agile transformation and successful patterns (pilots, change management models, communities of practice) and teamwork and innovation at the enterprise level.
CLASS ACTIVITY: BUILD YOUR SCALED ORGANIZATION (GAME)
CASE STUDY: TRANSFORMERS
SIMULATION PROJECT: SCALE YOUR DELIVERY MODEL
TEMPLATES: P.I. (PRODUCT INCREMENT) PLANNING
QUESTIONS AND ANSWERS: COMPARISON BETWEEN AGILE SCALING MODELS
HOMEWORK ASSIGNMENT: REVIEW ONE OF THE SCALED AGILE SUCCESS STORIES (METLIFE, BOSCH, PEPSICO, OR CISCO) AND SHARE THE FINDINGS
ADDITIONAL SOURCES: PMBOK, SCRUM@SCALE BY SCRUM ALLIANCE, SCALED AGILE FRAMEWORK BY SCALED AGILE ACADEMY, LARGE-SCALE SCRUM BY CRAIG LARMAN AND BAS VODDE, (SLIGER/BRODERICK) THE SOFTWARE PROJECT MANAGER'S BRIDGE TO AGILITY
Chapter 11 Conclusion: Project and Product Management Interview Techniques, Career Progression, and Continued Learning
The Conclusion covers pragmatic aspects of the project and product management profession. It describes what the possible roles are (Project Manager, Program Manager, Scrum Master, Agile Program Lead, Agile Coach, Product Owner, and Product Manager) and outlines standard career progression for each of those. It provides helpful tips on how to pass a job interview for each of these roles. In addition, it contains a comparison of professional certifications (PMP, PMI-ACP, CSM, CSP, KTP, SCP, and many others), exams, and knowledge areas with advice to undergraduate students and graduate students who already have job experience in adjacent fields. Finally, it provides tips on professional associations to join and communities of practice to follow.
APPENDICES
A: PRODUCT AND PROJECT CAREER PATHS FOR IT PROJECTS
B: INTERVIEW TECHNIQUES (STAR TECHNIQUE AND AGILE STORYTELLING CHECKLIST)
C: PROFESSIONAL CERTIFICATIONS IN AGILE PROJECT AND PRODUCT MANAGEMENT
D: PROFESSIONAL ASSOCIATIONS AND COMMUNITIES OF PRACTICE GLOSSARY
Textbook Features Final Project Presentation: Agile Product and Project Management While each chapter of this textbook can be read independently, the book is structured so that each chapter builds on the previous one, similar to moving from product envisioning to the end of the product lifecycle. In each class, every group of students iterates on their product idea. At the end of the course, student teams present their final project. Evaluation criteria and relevant templates are provided. This course structure makes it highly practical since students go through the whole journey of Agile product and project management in one course - from ideation to delivery. Quizzes The book contains Quizzes with answers, containing over 100 questions to be used for testing. Each quiz has ten multiple-choice questions and a question for a short essay.
Glossary
The book includes a Glossary. There is a lack of accepted definitions around Agile delivery in general, so the Glossary fills this gap by providing precise and non-ambiguous definitions. These definitions cover the Agile terminology used throughout the book. References and Reading Materials The book contains a detailed list of References to a carefully selected set of reputable sources on Agile delivery, both printed and online. In addition, reading materials are grouped by category. Agile Professional Organizations and Certifications The book contains Agile professional organizations, including Agile Alliance, Scrum Alliance, Scaled Agile Academy, and others. In addition, it provides a set of references to Agile certifications described in detail in the Conclusion. Sources for Agile Career Advice The textbook provides practical advice in Agile product- and project management career progression, interviewing techniques, sources for continued learning and contains a list of interview questions for Agile professionals with guidelines for answering them
Dr. Breyter has a PhD in Computational Linguistics from Moscow State University followed by a Post-Doctorate scholarship at Stanford University. She has built her career optimizing and improving software delivery and instilling Agile and Lean values at multitudes of companies while keeping the primary focus on the people within those processes. The list of her certifications includes CSP, SPC, CSM, PMP, PMI-ACP, ITIL 3.0, Agile Facilitation, and Agile Coaching from ACI.
Dr. Breyter is an Agile project management thought leader and a frequent presenter at Agile conferences, from the Lean IT conference in Paris to the Agile Conference in San Diego, CA, and a popular blogger. Dr. Breyter's free educational and coaching websites were nominated for multiple Agile and Lean professional awards.
Caractéristiques techniques
| PAPIER | |
| Éditeur(s) | Apress |
| Auteur(s) | Mariya Breyter |
| Parution | 22/09/2022 |
| Nb. de pages | 349 |
| EAN13 | 9781484281994 |
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