By Denise Canty
This publication outlines the agile venture administration technique. It provides normal agility options and doesn't follow to anyone specific technique; but the concentration of the booklet aligns with the venture administration Institute’s (PMI) Agile qualified Practitioner (ACP). The e-book makes a speciality of the undertaking administration component to agility, targeting criteria, certifications, and simple agile. This e-book will help the qualified venture supervisor with the transition to agile undertaking administration and may in a roundabout way arrange readers with the elemental wisdom had to move the PMI-ACP examination.
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Additional resources for Agile for Project Managers
Sample text
The Sprint backlog items cannot be changed once agreed upon by the team. ” This is a process of adding additional detail and organization to the backlog. The Product Owner and the developers take responsibility for grooming the backlog. Developers may update task estimates and the Product Owner may change the priority of the backlog items. 34 • Agile for Project Managers Blocks List The blocks list represents any obstacles and outstanding issues that the development team may be facing. This list is addressed and maintained by the ScrumMaster for resolution.
This refers to everyone, specifically the customer and the development team. The reason for this practice is to ensure ease in sharing information. XP supports the idea of generalizing specialists on its projects. This means that anyone who is qualified for a role can take it on because XP roles are not limited to people who have specialized skills in a particular area. This practice is popular because it enables team members who can perform multiple roles to switch back and forth from one role to another on demand.
This gives the project team a chance to act on the lessons learned rather than just discussing the actions and hoping for a chance to apply the lessons on future projects. DECLARATION OF INTERDEPENDENCE The Declaration of Interdependence (DOI) was developed strictly for the project management side of the agile projects and it is not a part of the Agile Manifesto. As a matter of fact, the DOI was created in 2003, two years after the Agile Manifesto. There are six principles associated with the DOI.
