The Software Project Manager's Bridge to Agility. Michele Sliger, Stacia Broderick

The Software Project Manager's Bridge to Agility


The.Software.Project.Manager.s.Bridge.to.Agility.pdf
ISBN: 0321502752,9780321502759 | 384 pages | 10 Mb


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The Software Project Manager's Bridge to Agility Michele Sliger, Stacia Broderick
Publisher: addison-wesley




The Software Project Manager's Bridge to Agility (The Agile Software Development Series). Sliger, Michele; Broderick, Stacia (2008). Esther Derby, Diana Larsen, Ken Schwaber ISBN #0977616649, Agile Software Development: The Cooperative Game – 2nd Edition Alistair Cockburn ISBN #0321482751. Another book I found useful is The Software Project Manager's Bridge to Agility by Michele Sliger and Stacia Broedrick (Addison Wesley). Michele's book The Software Project Manager's Bridge to Agility is an excellent resource for project managers and their teams transitioning to agile methodologies. One book I know of is by Michele Sliger titled “Software Project Manager's bridge to Agility”. Adkyns' “Coaching Agile Teams” is where most of the soft skills related questions come from. Read Agile Project Management with Scrum by Ken Schwaber. Software Project Managers Bridge to Agility – Sliger, Broderick @http://www.sligerconsulting.com/resources/presentations/. The Software Project Manager's Bridge to Agility. I have heard good things about this book, yet to pick one up. The Software Project Manager's Bridge to Agility anticipates that teams will need at least a short hardening iteration before the system is ready for release, even if they frontload as much testing as possible. At least read the chapter summaries and comparison of Agile and PMBOK processes from “Project Manager's Bridge to Agility“. When software development teams move to agile methods, experienced project managers often struggledoubtful about the new approach and uncertain about their new roles and responsibilities. "Managing the development of large software systems.". In the article I offered some suggestions as to the personality traits that a great Scrum Master should possess and suggested that it is difficult for a “traditional” Project Manager to make the shift from a “command and control” world to one of “self managed” teams. Well, much to my surprise I had a .