Download Agile for Project Managers by Denise Canty PDF

By Denise Canty

This ebook outlines the agile venture administration method. It offers basic agility ideas and doesn't practice to anyone specific strategy; but the concentration of the booklet aligns with the venture administration Institute’s (PMI) Agile qualified Practitioner (ACP). The ebook specializes in the undertaking administration section of agility, targeting criteria, certifications, and undeniable agile. This publication will support the qualified undertaking supervisor with the transition to agile undertaking administration and should in some way organize readers with the elemental wisdom had to cross the PMI-ACP examination.

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With multiple eyes on the code, this practice ensures that the code is of high quality because defects can be better detected. In the event that a developer leaves the project, the impact will be lessened because knowledge of the code has been previously shared. 6. Code Standards. In order to practice collective code ownership on an XP project, it is necessary for all developers to follow a code standard to ensure that the code looks as if a single person has made the changes. No specific code standard is required, however, all developers must be consistent with the method of writing code.

Small Releases. The XP practice of small releases means that software is delivered to the test environment to show that the software is working. As we know from Scrum, working software is an indication of progress. Small releases support a quality product and extensive testing is conducted by means of continuous integration of the software. Customer Tests. The XP customer defines the actual tests that show that the software is actually working. The development team constructs the test per the customer requirements to verify that the software is in fact working as it should.

Not only is going down the wrong path quite costly, it is also a great waste of time and effort. An iteration on agile projects should be between two weeks to one month, again with the preference always being the shorter time frame. Why do we want a shorter time frame? There are a couple of reasons: • Short delivery cycles result in regular feedback from the project stakeholders. This keeps the project from losing momentum by keeping everyone actively engaged. On a traditional project, slow feedback can result in a lack of engagement by the project team and has the potential to contribute to project delays.

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