Agile Portfolio Management

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More About This Book

Overview

Agile development processes foster better collaboration, innovation, and results. So why limit their use to software projects—when you can transform your entire business?

Written by agile-mentoring expert Jochen Krebs, this book illuminates the opportunities—and rewards—of applying agile processes to your overall IT portfolio.

Whether project manager, business analyst, or executive—you’ll understand the business drivers behind agile portfolio management. And learn best practices for optimizing results.

Use agile processes to align IT and business strategy

  • Adapt and extend core agile processes
  • Orchestrate the collaboration between IT and business vision
  • Eliminate wish-list driven requirements, and manage expectations instead
  • Optimize the balance of projects, resources, and assets in your portfolio
  • Use metrics to communicate project status, quality, even team morale
  • Create a portfolio strategy consistent with the goals of the organization
  • Achieve organizational and process transparency
  • Manage your business with agility—and help maximize the returns!

Product Details

  • ISBN-13: 9780735625679
  • Publisher: Microsoft Press
  • Publication date: 7/26/2008
  • Pages: 240
  • Sales rank: 828,498
  • Product dimensions: 7.20 (w) x 8.90 (h) x 0.40 (d)

Meet the Author

Jochen Krebs is an accomplished agile mentor and instructor, and the founder of an agile coaching and training services company. He spearheads the local chapter of Agile Project Leadership Network (APLN) in New York, speaks at industry conferences and corporate events, and has written numerous articles about agile practices. He is also the coauthor of the IBM RATIONAL UNIFIED PROCESS REFERENCE AND CERTIFICATION GUIDE.

Table of Contents

Praise for Agile Project Management; Acknowledgments; Introduction; Part I: Agile for Managers; Part II: Defining, Planning, and Measuring Portfolios; Part III: Organization and Environment; Who Is This Book For?; Find Additional Content Online; Support for This Book; Questions and Comments; Part I: Agile for Managers; Chapter 1: Motivations; Managing Expectations; Time to Market; Innovation; Funding; Summary; Chapter 2: Agile Software Development; Definitions; Key Practices of Agile Development; Things You Observe in an Agile Project; Summary; Chapter 3: Project Management; Traditional Project Management; Agile Project Management; Roles and Responsibilities; Summary; Part II: Defining, Planning, and Measuring Portfolios; Chapter 4: Foundation; Facts; Organization; Composite Structure; Project Management Office; Terms and Definitions; Stakeholders; Goals; Summary; Chapter 5: Metrics; Metrics; Reporting; Summary; Chapter 6: Return on Investment; Goals and Objectives; The Increment; Financial Models; Benefits Provided by Projects; Risks; Technology; Summary; Chapter 7: Project Portfolio Management; Balancing the Project Portfolio; Initiating a Project; Selecting a Project; Summary; Chapter 8: Resource Portfolio Management; Balancing the Resource Portfolio; Roles and Resource Pools; Skills Transfer; Globally Distributed Development; Corporate Networks; Certification; Summary; Chapter 9: Asset Portfolio Management; Balancing the Asset Portfolio; Summary; Chapter 10: Portfolios in Action; The Portfolio Dashboard; A Sample Scenario; Summary; Part III: Organization and Environment; Chapter 11: Portfolio Management Using Scrum; Overview of Scrum; Portfolio Backlogs; Roles; Activities; Metrics; Scrum Certification; Summary; Chapter 12: Project Management Office; The Challenges of Managing Agile Projects; Getting the Most from Your PMO; Summary; Appendix : Additional Resources; Books and Articles; Web Sites; Appendix : Jochen Krebs;

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