In the past few years the Project Management Institute (PMI) has been introducing agile methods to project managers in all industries. When software development project teams move to agile methodologies, their project managers are often left feeling as if they've been cast aside. Traditionally trained project managers remain wondering what their new roles and responsibilities should be in an environment that no longer needs them to make stand-alone decisions. This book, The Software Project Manager's Bridge to Agility, focuses on redefining the job of the software project manager so as to support Agile's self-organizing team environment. Special emphasis is placed on the shift to servant leadership, with its focus on facilitation and collaboration. Mapping of the Project Management Institute's (PMI) Project Management Body of KnowledgeR (PMBOK) best practices to agile practices is discussed at length. After reading this book, project managers should have a better understanding of what changes they need to make professionally and how to make these changes to survive the transition to an agile software development approach. PrefacePart I An Agile OverviewChapter 1 What is Agile?Chapter 2 Mapping from the PMBOKR Guide to AgileChapter 3 The Agile Project Lifecycle Part II The Bridge: Relating PMBOKR Guide Practices to Agile PracticesChapter 4 Integration ManagementChapter 5 Scope ManagementChapter 6 Time ManagementChapter 7 Cost ManagementChapter 8 Quality ManagementChapter 9 Human Resources ManagementChapter 10 Communications ManagementChapter 11 Risk ManagementChapter 12 Procurement ManagementPart III Crossing the Bridge to AgileChapter 13 How Will My Role as a Project Manager Change?Chapter 14 How Will I Work with Other Teams Who Aren't Agile?Chapter 15 How Can a Project Management Office Support Agile?Chapter 16 Selling the Benefits of AgileChapter 17 Common MistakesAppendix A Agile MethodologiesAppendix B Typical Agile ArtifactsGlossaryBibliographyIndex
