{"product_id":"agile-product-and-project-management-9781484281994","title":"Agile Product and Project Management","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eUse this comprehensive Agile product and project management guide with real-world case studies and examples for self-learning or as a student textbook. Whether you are a CEO or a student, this book will take you from Agile delivery to team topology and product-market fit.\u003cdiv\u003e\u003cbr\u003e\u003c\/div\u003e\u003cdiv\u003eAgile delivery is becoming a mainstream project management framework, increasing demand for an understanding of modern related concepts. \u003ci\u003eAgile Product and Project Management\u003c\/i\u003e covers IT delivery and project management basics while approaching IT as a customer-centric product delivery ecosystem.\u003cbr\u003e\n\u003c\/div\u003e\u003cdiv\u003e\u003cbr\u003e\u003c\/div\u003e\u003cdiv\u003e The book covers two major topics: building the RIGHT product and building the product RIGHT. Each chapter builds on the materials in the previous chapter. Terminology and exercises are introduced sequentially. The book takes you on a journey from identifying a product using Agile principles to delivering and iterating on this process, step-by-step. The final chapter provides\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eIntroduction: The Role of Project and Product Management in IT\u003cp\u003e\u003c\/p\u003e  \u003cp\u003eThis chapter covers the history of project management as a profession and uses IT industry examples to show the need for incremental and iterative delivery, a collaborative work environment, innovation, and a customer-centric approach to product delivery. It incorporates an interactive review of the primary Agile delivery frameworks. \u003c\/p\u003e  \u003cp\u003eCLASS ACTIVITY: COMPARE TRADITIONAL AND AGILE FRAMEWORKS \u003c\/p\u003e  \u003cp\u003eCASE STUDY: FROM BLOCKBUSTER TO NETFLIX \u003c\/p\u003e  \u003cp\u003eSIMULATION PROJECT: A BUSINESS IDEA \u003c\/p\u003e  \u003cp\u003eQUESTIONS AND ANSWERS. TOPIC: IT DELIVERY VALUES AND PRINCIPLES. \u003c\/p\u003e  \u003cp\u003eHOMEWORK ASSIGNMENT: PROJECT MANAGEMENT IN IT \u003c\/p\u003e  ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): AGILE MANIFESTO, PMBOK INTRODUCTION, AND SOFTWARE GUIDE \u003cp\u003e\u003c\/p\u003e  \u003cp\u003e \u003c\/p\u003e  \u003cp\u003ePart I: Building the RIGHT IT Product \u003c\/p\u003e  \u003cp\u003eChapter 1. Starting your IT Project with Why \u003c\/p\u003e  \u003cp\u003eThis chapter covers the OKR (Objectives and Key Results) framework as a part of the project management. It outlines why every project has to align with organizational objectives and shows how these objectives are used to measure project success. In addition, it explains the difference between a project and a product and introduces the distinction between project and product management in all primary project management frameworks. \u003c\/p\u003e  \u003cp\u003eCLASS ACTIVITY: REVIEW MISSION STATEMENTS AND OKRS FOR APPLE, AIRBNB, DISNEY, FACEBOOK, ALZHEIMER ASSOCIATION \u003c\/p\u003e  \u003cp\u003eCASE STUDY: MEASURE WHAT MATTERS (BONO CASE STUDY) \u003c\/p\u003e  \u003cp\u003eSIMULATION PROJECT: CREATE YOUR OKRS \u003c\/p\u003e  \u003cp\u003eTEMPLATES: OKR TEMPLATE \u003c\/p\u003e  \u003cp\u003eQUESTIONS AND ANSWERS. TOPIC: GOOD AND NOT-SO-GOOD OKRS. OKRS FOR IT \u003c\/p\u003e  \u003cp\u003eHOMEWORK ASSIGNMENT: OKR CRITIQUE \u003c\/p\u003e  \u003cp\u003eADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): MEASURE WHAT MATTERS BY JOHN DOERR \u003c\/p\u003e  \u003cp\u003e \u003c\/p\u003e  \u003cp\u003eChapter 2. Getting to Know Your Customer \u003c\/p\u003e  This chapter covers Agile, Waterfall, and hybrid product management practices, applying the \"working backwards\" framework from the customer to IT projects. It builds on the knowledge of business objectives to focus on customer needs. It explains the concept of a persona type and provides tools and templates to identify the customer, empathize with the customer's problem, and define the product as \"working backwards\" from customer needs. \u003cp\u003e\u003c\/p\u003e  \u003cp\u003eCLASS ACTIVITY: CREATE A CUSTOMER PERSONA TYPE \u003c\/p\u003e  \u003cp\u003eCASE STUDY: KNOW YOUR CUSTOMER \u003c\/p\u003e  \u003cp\u003eSIMULATION PROJECT: EMPATHY MAP \u003c\/p\u003e  \u003cp\u003eTEMPLATES: PERSONA DEFINITION \u003c\/p\u003e  \u003cp\u003eQUESTIONS AND ANSWERS: PERSONA REVIEW AND TARGET MARKET ANALYSIS \u003c\/p\u003e  \u003cp\u003e1 There may be further changes to content outlined in this document, including but not limited to case studies, examples, or subsections. The structure and the number of chapters will remain as stated. \u003c\/p\u003e  \u003cp\u003eHOMEWORK ASSIGNMENT: DESCRIBE PERSONAS FOR FIVE WELL-KNOWN IT COMPANIES \u003c\/p\u003e  \u003cp\u003eADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): LEAN UX BY JEFF GOTHELF \u003c\/p\u003e  \u003cp\u003e \u003c\/p\u003e  \u003cp\u003eChapter 3. Validating the Product Hypothesis in IT Projects \u003c\/p\u003e  \u003cp\u003eThis chapter covers the Lean Startup framework of product design, based on the \"build-measure-learn\" feedback loop, and compares it with Waterfall requirements gathering and project scope management. Once the customer is identified, it is essential to validate whether our understanding of the customer's need is accurate. This chapter introduces the concepts of customer hypothesis, validation, minimum viable product (MVP), and the principles of making a decision to pivot or persevere. It describes the non-linear nature of lean startup validation, which is equally relevant for IT projects. \u003c\/p\u003e  \u003cp\u003eCLASS ACTIVITY: DEFINE AN EXPERIMENT BASED ON AN IT PRODUCT \u003c\/p\u003e  \u003cp\u003eCASE STUDY: AMAZON FIRE AND GOOGLE PLUS \u003c\/p\u003e  SIMULATION PROJECT: VALIDATE YOUR SOFTWARE PRODUCT HYPOTHESIS \u003cp\u003e\u003c\/p\u003e  \u003cp\u003eTEMPLATES: VALIDATION CANVAS FOR SOFTWARE DELIVERY \u003c\/p\u003e  \u003cp\u003eQUESTIONS AND ANSWERS: LEAN STARTUP PRINCIPLES AND BUILD-MEASURE-LEARN LOOP \u003c\/p\u003e  \u003cp\u003eHOMEWORK ASSIGNMENT: USE VALIDATION CANVAS TO IDENTIFY MVP \u003c\/p\u003e  \u003cp\u003eADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): LEAN STARTUP BY ERIC RIES \u003c\/p\u003e  \u003cp\u003e \u003c\/p\u003e  \u003cp\u003eChapter 4. Defining the IT Product \u003c\/p\u003e  This chapter covers Design Thinking and customer research practices. Once the customer is identified, and the customer need is validated, it is possible to define the product, its features, and sequence of delivery. This chapter introduces value proposition analysis, user story mapping, and other product definition techniques based on industry examples. It includes Google Ventures' Design Sprint concept and related case studies. Customer research practices cover the topics of stating the research goal, identifying research methods, recruiting respondents, conducting interviews, and aggregating results of the research. \u003cp\u003e\u003c\/p\u003e  \u003cp\u003eCLASS ACTIVITY: REVIEW A UNIVERSAL STUDIOS APP CANVAS \u003c\/p\u003e  \u003cp\u003eCASE STUDY: IDEO DESIGN THINKING OR GOOGLE VENTURES DESIGN SPRINT \u003c\/p\u003e  \u003cp\u003eSIMULATION PROJECT: CONDUCT FIVE CUSTOMER INTERVIEWS \u003c\/p\u003e  \u003cp\u003eTEMPLATES: PRODUCT CANVAS AND BUSINESS MODEL CANVAS \u003c\/p\u003e  \u003cp\u003eQUESTIONS AND ANSWERS: SOFTWARE PRODUCTS, PRODUCT PROPOSITION, VALUE STATEMENT, DESIGN SPRINT \u003c\/p\u003e  \u003cp\u003eADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): BUSINESS MODEL CANVAS BY ALEX OSTERWALDER AND THE PRODUCT CANVAS BY ROMAN PICHLER \u003c\/p\u003e  \u003cp\u003e \u003c\/p\u003e  \u003cp\u003eChapter 5. Creating and Maintaining IT Requirements \u003c\/p\u003e  \u003cp\u003eThis chapter covers Waterfall scope management and Agile product backlog practices. It addresses high-level software requirements elicitation, process modeling, UML principles and artifacts (use cases, data models, all relevant diagrams), UI wireframing and UX design tools, and covers multiple approaches to managing and defining requirements in IT Once product features have been identified, the next step is to create a prioritized list of features and split them into smaller requirements, referred to as \"user stories.\" This chapter describes the product backlog taxonomy (epic, user story, subtask, bug, etc.), prioritization techniques, ongoing maintenance, and stakeholder communication. Topics such as product backlog health, prioritization techniques, technical vs. functional requirements, and product backlog refinement are covered. \u003c\/p\u003e  CLASS ACTIVITY 1: REVIEW A WATERFALL IT PROGRAM PLAN AND ATLASSIAN'S PRODUCT BACKLOG FOR JIRA, AND IDENTIFY IMPROVEMENT OPPORTUNITIES \u003cp\u003e\u003c\/p\u003e  \u003cp\u003eCLASS ACTIVITY 2: MODEL PROCESSES, DEFINE USE CASES AND USE UML DIAGRAMMING TO CREATE AN AMAZON WEB STORE REQUIREMENTS. \u003c\/p\u003e  \u003cp\u003eCASE STUDY: KINDLE \u003c\/p\u003e  \u003cp\u003eSIMULATION PROJECT: BUILD COMMUNICATIONS MANAGEMENT PLAN \u003c\/p\u003e  \u003cp\u003eTEMPLATES: USER STORY BACKLOG AND AN INVEST CHECKLIST, REQUIREMENTS MANAGEMENT DOCUMENT \u003c\/p\u003e  \u003cp\u003eQUESTIONS AND ANSWERS: IT REQUIREMENTS QUALITY QUEST \u003c\/p\u003e  \u003cp\u003eHOMEWORK ASSIGNMENT: IDENTIFY FIVE TECHNIQUES FOR REQUIREMENTS PRIORITIZATION BASED ON COST AND RISK MANAGEMENT \u003c\/p\u003e  \u003cp\u003eADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): USER STORY MAPPING BY JEFF PATTON \u003c\/p\u003e   \u003cp\u003e\u003c\/p\u003e  \u003cp\u003ePart II: Building the IT Product RIGHT \u003c\/p\u003e  \u003cp\u003e \u003c\/p\u003e  \u003cp\u003eChapter 6. Waterfall, Agile, and Hybrid Delivery Frameworks \u003c\/p\u003e  \u003cp\u003eThis chapter covers major aspects of IT delivery, including Agile teams, roles, frameworks, and success criteria. Once the IT MVP is created, it is essential to identify the delivery framework, whether it is Waterfall, Scrum, Kanban, Extreme Programming, or any other Agile framework. In this chapter, these frameworks will be described, compared, and discussed based on their fit to a company, its culture, products, and business objectives. \u003c\/p\u003e  \u003cp\u003eCLASS ACTIVITY: COMPARE MAJOR IT DELIVERY FRAMEWORKS \u003c\/p\u003e  \u003cp\u003eCASE STUDY: SPOTIFY DELIVERY \u003c\/p\u003e  \u003cp\u003eSIMULATION PROJECT: SELECT A FRAMEWORK TO FOLLOW FOR YOUR PROJECT \u003c\/p\u003e  \u003cp\u003eTEMPLATES: TEAM STRUCTURE, ROLE DEFINITIONS \u003c\/p\u003e  \u003cp\u003eQUESTIONS AND ANSWERS: FRAMEWORKS COMPARISON \u003c\/p\u003e  \u003cp\u003eHOMEWORK ASSIGNMENT: WHICH TEAM ROLE WOULD YOU PREFER AND WHY? \u003c\/p\u003e  \u003cp\u003eADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): PMBOK \u003c\/p\u003e  \u003cp\u003e \u003c\/p\u003e  \u003cp\u003eChapter 7. Estimation and Planning in IT \u003c\/p\u003e  This chapter covers Waterfall planning and Scrum in detail, including its Sprint structure, artifacts, roles, and ceremonies (meetings). It discusses how the Sprint structure is used to estimate effort and plan delivery and compares the approach to Waterfall. It talks about short-term and long-term planning, story point estimation, and Definition of Ready and Definition of Done. The five levels of planning are discussed based on real examples. In addition, it introduces the concepts of integration and IT project management. \u003cp\u003e\u003c\/p\u003e  \u003cp\u003eCLASS ACTIVITY: \"FRUIT SALAD\" ESTIMATION EXERCISE \u003c\/p\u003e  \u003cp\u003eCASE STUDY: PMO TRANSFORMATION \u003c\/p\u003e  \u003cp\u003eSIMULATION PROJECT: ESTIMATE THE BACKLOG AND CREATE A ROADMAP \u003c\/p\u003e  \u003cp\u003eTOOLS: TOOLS (OVERVIEW OF M.S. PROJECT, TRELLO, JIRA, AND RALLY) \u003c\/p\u003e  \u003cp\u003eQUESTIONS AND ANSWERS: DEFINITION OF DONE AND DEFINITION OF READY \u003c\/p\u003e  \u003cp\u003eHOMEWORK ASSIGNMENT: CREATE A FREE TRELLO ACCOUNT AND ENTER FIVE USER STORIES IN PROPER FORMAT AND WITH STORY POINT ESTIMATION, THEN COMPARE THIS PLAN WITH THE WORK BREAKDOWN STRUCTURE-BASED GANTT CHART \u003c\/p\u003e  \u003cp\u003eADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): ESTIMATION TECHNIQUES BY MIKE COHN \u003c\/p\u003e  \u003cp\u003e \u003c\/p\u003e  \u003cp\u003eChapter 8. Incremental Delivery and Continuous Improvement in IT Engineering Culture and Communications Management \u003c\/p\u003e  \u003cp\u003eThis chapter covers delivery, reporting, and continuous improvement. First, it provides examples of release plans and delivery reports based on actual projects in a wide range of companies and discusses technical debt and quality management concepts for software products. Next, it discusses team empowerment, feedback loops, and retrospective techniques. In addition, it discusses the idea of a product lifecycle and how it affects incremental delivery. Finally, it introduces the topic of engineering culture based on team empowerment and product delivery. \u003c\/p\u003e  \u003cp\u003eCLASS ACTIVITY: IDENTIFY SUCCESS METRICS VS. VANITY METRICS \u003c\/p\u003e  \u003cp\u003eCASE STUDY: FIDELITY'S DEVOPS CASE STUDY \u003c\/p\u003e  SIMULATION PROJECT: IDENTIFY YOUR REPORTING FORMAT BY TARGET PERSONA \u003cp\u003e\u003c\/p\u003e  \u003cp\u003eTEMPLATES: RELEASE MANAGEMENT TEMPLATE \u003c\/p\u003e  \u003cp\u003eQUESTIONS AND ANSWERS: RELEASE PLANNING, METRICS, AND REPORTING, PRODUCT LIFECYCLE, CONTINUOUS IMPROVEMENT \u003c\/p\u003e  \u003cp\u003eHOMEWORK ASSIGNMENT: IDENTIFY FIVE RETROSPECTIVE TECHNIQUES \u003c\/p\u003e  \u003cp\u003eADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): AGILE GAMES \u003c\/p\u003e  \u003cp\u003e \u003c\/p\u003e  \u003cp\u003eChapter 9. Agile Implementation Beyond IT Budget management, Risk Management, and Capacity Management in Agile \u003c\/p\u003e  This chapter covers the topic of delivery beyond software products. It demonstrates that project management covers all work areas, including marketing and finance, human capital management, the service industry, and beyond. In addition, it covers cultural aspects of project management and organizational change management, leadership, and influence without authority. Finally, it also addresses traditional management areas, such as budget management (\"beyond budgeting\" principles), risk management via impediment resolution, and capacity management. \u003cp\u003e\u003c\/p\u003e  \u003cp\u003eCLASS ACTIVITY: COMPARE THE TRADITIONAL ORGANIZATIONAL STRUCTURE AND AGILE STRUCTURE\u003c\/p\u003e  \u003cp\u003eCASE STUDY: SPOTIFY SQUAD MODEL \u003c\/p\u003e  \u003cp\u003eSIMULATION PROJECT: IDENTIFY BUDGET, RISK, AND CAPACITY MANAGEMENT MODEL FOR YOUR PROJECT \u003c\/p\u003e  \u003cp\u003eTEMPLATES: BUDGET AND CAPACITY MANAGEMENT IN AGILE AND WATERFALL \u003c\/p\u003e  \u003cp\u003eQUESTIONS AND ANSWERS: WHAT IS THE DIFFERENCE IN BUDGET MANAGEMENT IN MULTIPLE PROJECT MANAGEMENT FRAMEWORKS? \u003c\/p\u003e  \u003cp\u003eHOMEWORK ASSIGNMENT: CREATE BUDGET MONITOR FOR THE SAME DELIVERABLE IN AGILE AND WATERFALL ENVIRONMENT \u003c\/p\u003e  \u003cp\u003eADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): ORGANIZATIONAL STRUCTURE BY HENRIK KNIBERG \u003c\/p\u003e  \u003cp\u003e \u003c\/p\u003e  \u003cp\u003eChapter 10. Scaling Agile Delivery \u003c\/p\u003e  \u003cp\u003eThis chapter covers project management at an organizational level, referred to as Scaled Delivery. It compares project and portfolio management with Scaled Agile approaches, including Scaled Agile Framework (SAFe), Large Scale Scrum (LeSS), and Scrum@Scale. Complexities of large-scale project delivery, including enterprise[1]level prioritization, project and product portfolio management, organizational alignment, and related organizational structures, are discussed and corporate culture and mindset. Finally, it covers the concept of organizational Agile transformation and successful patterns (pilots, change management models, communities of practice) and teamwork and innovation at the enterprise level. \u003c\/p\u003e  \u003cp\u003eCLASS ACTIVITY: BUILD YOUR SCALED ORGANIZATION (GAME) \u003c\/p\u003e  \u003cp\u003eCASE STUDY: TRANSFORMERS \u003c\/p\u003e  SIMULATION PROJECT: SCALE YOUR DELIVERY MODEL \u003cp\u003e\u003c\/p\u003e  \u003cp\u003eTEMPLATES: P.I. (PRODUCT INCREMENT) PLANNING \u003c\/p\u003e  \u003cp\u003eQUESTIONS AND ANSWERS: COMPARISON BETWEEN AGILE SCALING MODELS \u003c\/p\u003e  \u003cp\u003eHOMEWORK ASSIGNMENT: REVIEW ONE OF THE SCALED AGILE SUCCESS STORIES (METLIFE, BOSCH, PEPSICO, OR CISCO) AND SHARE THE FINDINGS \u003c\/p\u003e  \u003cp\u003eADDITIONAL SOURCES: PMBOK, SCRUM@SCALE BY SCRUM ALLIANCE, SCALED AGILE FRAMEWORK BY SCALED AGILE ACADEMY, LARGE-SCALE SCRUM BY CRAIG LARMAN AND BAS VODDE, (SLIGER\/BRODERICK) THE SOFTWARE PROJECT MANAGER'S BRIDGE TO AGILITY \u003c\/p\u003e  \u003cp\u003e \u003c\/p\u003e  \u003cp\u003eChapter 11 Conclusion: Project and Product Management Interview Techniques, Career Progression, and Continued Learning \u003c\/p\u003e  The Conclusion covers pragmatic aspects of the project and product management profession. It describes what the possible roles are (Project Manager, Program Manager, Scrum Master, Agile Program Lead, Agile Coach, Product Owner, and Product Manager) and outlines standard career progression for each of those. It provides helpful tips on how to pass a job interview for each of these roles. In addition, it contains a comparison of professional certifications (PMP, PMI-ACP, CSM, CSP, KTP, SCP, and many others), exams, and knowledge areas with advice to undergraduate students and graduate students who already have job experience in adjacent fields. Finally, it provides tips on professional associations to join and communities of practice to follow. \u003cp\u003e\u003c\/p\u003e  \u003cp\u003eAPPENDICES \u003c\/p\u003e  \u003cp\u003eA: PRODUCT AND PROJECT CAREER PATHS FOR IT PROJECTS \u003c\/p\u003e  \u003cp\u003eB: INTERVIEW TECHNIQUES (STAR TECHNIQUE AND AGILE STORYTELLING CHECKLIST) \u003c\/p\u003e  \u003cp\u003eC: PROFESSIONAL CERTIFICATIONS IN AGILE PROJECT AND PRODUCT MANAGEMENT \u003c\/p\u003e  \u003cp\u003eD: PROFESSIONAL ASSOCIATIONS AND COMMUNITIES OF PRACTICE GLOSSARY \u003c\/p\u003e  \u003cp\u003eTextbook Features Final Project Presentation: Agile Product and Project Management While each chapter of this textbook can be read independently, the book is structured so that each chapter builds on the previous one, similar to moving from product envisioning to the end of the product lifecycle. In each class, every group of students iterates on their product idea. At the end of the course, student teams present their final project. Evaluation criteria and relevant templates are provided. This course structure makes it highly practical since students go through the whole journey of Agile product and project management in one course - from ideation to delivery. Quizzes The book contains Quizzes with answers, containing over 100 questions to be used for testing. Each quiz has ten multiple-choice questions and a question for a short essay. \u003c\/p\u003e  \u003cp\u003eGlossary \u003c\/p\u003e  The book includes a Glossary. There is a lack of accepted definitions around Agile delivery in general, so the Glossary fills this gap by providing precise and non-ambiguous definitions. These definitions cover the Agile terminology used throughout the book. References and Reading Materials The book contains a detailed list of References to a carefully selected set of reputable sources on Agile delivery, both printed and online. In addition, reading materials are grouped by category. Agile Professional Organizations and Certifications The book contains Agile professional organizations, including Agile Alliance, Scrum Alliance, Scaled Agile Academy, and others. In addition, it provides a set of references to Agile certifications described in detail in the Conclusion. Sources for Agile Career Advice The textbook provides practical advice in Agile product- and project management career progression, interviewing techniques, sources for continued learning and contains a list of interview questions for Agile professionals with guidelines for answering them\u003cp\u003e\u003c\/p\u003e\n\u003c\/div\u003e","brand":"APress","offers":[{"title":"Default Title","offer_id":50051545792855,"sku":"9781484281994","price":42.49,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781484281994.jpg?v=1740363091","url":"https:\/\/bookcurl.com\/products\/agile-product-and-project-management-9781484281994","provider":"Book Curl","version":"1.0","type":"link"}