Going Agile Project Management Practices Third Edition Quotes

“Recommended Reading Mike Cohn in his book User Stories Applied provides insights and details on user stories, including how to write them and their characteristics. His book Agile Estimating and Planning provides guidance on prioritizing user stories. Luke Hohmann in his book Innovation Games: Creating Breakthrough Products Through Collaborative Play describes 12 innovation games. The Definitive Guide to Getting Your Budget Approved by Johannes Ritter and Frank Röttgers provides a systematic guide for creating a quantifying the economic value for projects.”
― Gloria J. Miller, Going Agile Project Management Practices

“Johannes Ritter and Frank Röttgers’s book The Definitive Guide to Getting Your Budget Approved”
― Gloria J. Miller, Going Agile Project Management Practices

“Recommended Reading The Definitive Guide to Getting Your Budget Approved by Johannes Ritter and Frank Röttgers provides a systematic guide for creating a financial business case. The book includes examples as well as the methods for using Monte Carlo simulation and sensitivity analysis to create the business case. The methods described in the book can also be used for quantifying risks and project costs. Mary and Tom Poppendieck in their book Lean Software Development: describe the lean principles and the types of waste in software projects.”
― Gloria J. Miller, Going Agile Project Management Practices

“The agile coach is a new role that requires a selection of soft skills to be successfully. A good agile coach will be able to build the team, and coach them in decision-making, problem solving and conflict resolution. The agile coach should also facilitate that the team learns from their experience, that project impediments are quickly removed, and that the stakeholder’s expectations are managed.”
― Gloria J. Miller, Going Agile Project Management Practices

“we want to improve testing to reduce bugs in the system to reduce the duration to deliver new software releases” to financial business cases “with a 80% probability we will achieve benefits between 12.14 and 13.86 million Euro.” (Ritter and Marburger, 2012)”
― Gloria J. Miller, Going Agile Project Management Practices

“Shu-Ha-Ri is the levels of learning from Aikido. Shu-Ha-Ri means learn-detach-transcend.”
― Gloria J. Miller, Going Agile Project Management Practices

“Succeeding with Agile Mike Cohn (2010)”
― Gloria J. Miller, Going Agile Project Management Practices

“Software Engineering Institute Technical Report (SEI”
― Gloria J. Miller, Going Agile Project Management Practices

“Lisa Crispin and Jane Gregory in their book Agile Testing: A Practical Guide for Testers and Agile Teams, (2009) describe the testing that should occur in agile projects along with the considerations, techniques, and roles involved in testing.”
― Gloria J. Miller, Going Agile Project Management Practices

“non-functional tests such as performance, security, reliability, inter-operability, scalability, etc.”
― Gloria J. Miller, Going Agile Project Management Practices

“Recommended Reading Mike Cohn Agile Estimating and Planning provides guidance on iteration planning, including estimating the effort for user stories. David J. Anderson Kanban: Successful Evolutionary Change for Your Technology Business provides the guidance, definitions, and metric calculations necessary to establish an efficient software development flow, including establishing WIP limits.”
― Gloria J. Miller, Going Agile Project Management Practices

“Recommended Reading Lyssa Adkins in her book Coaching Agile Teams describes the responsibilities and working methods for the agile coach. She provides details on the skills, techniques, and methods an agile coach can use to develop into a seasoned mentor and coach. Jean Tabaka in her book Collaboration Explained describes the content, structure, techniques, and tools for executing collaborative events. Kaner et al. offer practical advice on facilitating decision-making in their book the Dynamics of Group Decision-Making.”
― Gloria J. Miller, Going Agile Project Management Practices

“The Microsoft study revealed the top three perceived problems with the agile approach to be not scaling to larger projects, too many meetings, and insufficient management buy-in.”
― Gloria J. Miller, Going Agile Project Management Practices

“VersionOne indicated that the top three reasons for agile project failure are: Inadequate experience with agile methods Little understanding of broader organizational change required Company philosophy or culture at odds with agile values”
― Gloria J. Miller, Going Agile Project Management Practices

“Agile methodologies are based on the philosophy of empirical process control, which is a continuous cycle of inspecting the process for correct output and operations and adapting the process as needed.”
― Gloria J. Miller, Going Agile Project Management Practices

“(Lindvall , et al. 2002, 197) Waterfall and spiral methodologies are plan-driven methods (also referred to as traditional methodologies.)”
― Gloria J. Miller, Going Agile Project Management Practices

“Declaration of Interdependence for Modern Management (2005)”
― Gloria J. Miller, Going Agile Project Management Practices

“The Standish Group is an Information Technology organization that assesses risk, cost, return, and value of software projects. Since 1994, they have published the Chaos report that studies software failures and successes. The latest Chaos report recommends agile processes as one of the ten project success factors. (The Standish Group International Inc. 2012)”
― Gloria J. Miller, Going Agile Project Management Practices

“In August 2012, Jurgen Appelo published a list of (Top 100 Agile Books (Edition 2012)) by using a qualitative and quantitative rating system. His list reflects the most and best rated during the time span that the books earned the ratings.”
― Gloria J. Miller, Going Agile Project Management Practices