000			05799nam a2200625 i 4500
001			9781952538353
003			BEP
005			20240726104644.0
008			190417s2020 nyua fob 001 0 eng d
020			_a9781952538353 _q((electronic)l(electronic)ctronic)-book
040			_aCaBNVSL _beng _erda _cCaBNVSL _dCaBNVSL
050	0	4	_aHD69 _b.H937 2020
100	1		_aTolbert, Mark, _e1
245	1	0	_aHybrid project management : _busing Agile with traditional PM methodologies to succeed on modern projects / _cMark Tolbert and Susan Parente.
250			_aFirst edition.
260			_aNew York, New York (222 East 46th Street, New York, NY 10017) : _bBusiness Expert Press, _c(c)2020.
300			_a1 online resource (xiv, 162 pages) : _billustrations (some color)
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
490	1		_aPortfolio and project management collection,
504			_a1 (pages 153-154) and index.
505	0	0	_aChapter 1. Hybrid projects: the need to be open to different project management methodologies. Introduction ; The landscape for projects today ; The roots of modern project management and the case for traditional project management. Risk #1: The number one risk on projects! ; The case for Agile ; Problem areas for Agile ; Other key risks where Agile provides extra help. Risk #2: Allowing half-baked ideas to survive ; Risk #3: Impossible constraints ; Risk #4: Poor communications: not keeping senior management in the loop and up-to-date on the project ; How do we make hybrid approaches work? -- _tChapter 1. Summary and conclusions -- _tChapter 2. Additional thoughts on Agile and hybrid projects. Agile contracts: can Agile be used with fixed price contracts? ; "Money for nothing and change for free" contract ; Can Agile be used effectively with EVM? ; Another key risk: configuration management ; Complexity on projects: where does Agile help?; Where is a predictive planning approach needed? ; Virtual Agile teams--Susan Parente ; Agile team charter ; Virtual Agile tools ; Agile team development ; Project planning for the virtual Agile team ; Building team trust ; Managing the virtual project team ; Best practices for virtual Agile project teams ; Team consensus ; Managing performance from a distance ; Summary--virtual Agile projects -- _tChapter 3. Overview and thoughts about the PMBOK guide. Does Agile fit in well with the PMBOK guide? ; Overview of the PMBOK guide ; Key items missing from the PMBOK guide ; Agile concepts (discussed in this chapter) ; Relevancy ; Terms/concepts ; Important concepts in the PMBOK guide ; Ways Agile expands upon these concepts, and places where Agile is not a good fit ; Key lessons in other knowledge areas in the PMBOK guide ; Integration management ; Quality management ; Estimating: duration estimates and cost estimates ; Risk management ; Procurement management--different contract types defined in the PMBOK guide and Agile contracts ; Initial comments on the exposure draft of version seven of the PMBOK guide and the new "Standards plus digital content platform" ; Final thoughts and summary.
520	3		_aCompared to a few decades ago, companies today are faced with a much more challenging environment providing successful products and solutions for their customers. They are dealing with global competition, very rapid change in technologies, and tremendous volatility in economic conditions. As project managers, we are helping our companies survive in this difficult landscape. We are "agents of change" and "drivers of change." The most important project management methodology today that will help us deal with this change and this volatility is Agile. However, no one process or project management methodology fits all situations! Agile is not a panacea for all projects. Many times, our projects are large enough and complex enough that some parts of the project are best suited to using a predictive planning approach, and other parts are more suited to using Agile. Therefore, a hybrid approach that mixes the traditional, waterfall approach with Agile is really required in many situations today. The agile community oftentimes has quite a negative view of hybrid approaches. Key writers on Agile often say that attempting to use hybrid will corrupt all attempts to use Agile, and will result in failure. In this book, the argument is made that integrating these methodologies can be done if approached the right way, and in fact, this is necessary today.
530			_a2 _ub
530			_aAlso available in printing.
538			_aMode of access: World Wide Web.
538			_aSystem requirements: Adobe Acrobat reader.
588			_aDescription based on PDF viewed 10/03/2020.
650		0	_aAgile project management.
650		0	_aProject management.
653			_aAgile project management.
653			_aScrum.
653			_aLean.
653			_aExtreme (xp)
653			_aWaterfall.
653			_aPredictive planning.
653			_aHybrid project management.
653			_aVirtual project teams.
653			_aRisk management.
653			_aEarned value management (evm)
653			_aPMI.
653			_aPMBOK guide.
653			_aVirtual.
653			_aVirtual agile.
653			_aColocated.
653			_aTeam charter.
653			_aTrust.
655		0	_aAgile ethos.
655		0	_aElectronic books.
700	1		_aParente, Susan, _e1
856	4	1	_uhttps://go.openathens.net/redirector/ciu.edu?url=https://portal.igpublish.com/iglibrary/search/BEPB0001017.html _zClick here to access this RESOURCE ONLINE | Login using your my.ciu username & password
942			_c1 _D _eBEP _hHD69.P75 _m(c)2020 _QOB _R _x _8NFIC _dCynthia Snell
999			_c73852 _d73852
902			_a1 _bCynthia Snell _c1 _dCynthia Snell