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Full Description
** Business Book Awards 2023 Finalist **
If you have an interest in agility but you're not working specifically in IT, this book is for you.
It shows how agile principles can be adapted and applied in almost any sector to manage projects more effectively. It explains what agility looks like for ALL aspects of the management of projects - from leadership, roles and responsibilities through planning, implementation, change control, risk management and more.
Whether you're a new or seasoned project professional, or an executive or senior manager seeking to generate value by bringing agility beyond the IT department, Adrian Pyne shows you how an organization can become agile for projects, and what that journey looks like.
Based on over 30 years' experience and drawing on case studies from multiple sectors, this is the essential guide to managing projects more effectively at a time when agility and sustainability matter more than ever.
A project professional for over 30 years, Adrian Pyne has led change in 11 industries and in the public sector, in the UK and abroad. The author of books on programme management and agile governance and assurance, he has contributed to the evolution of programme, portfolio and PMO standards and is a regular speaker, visiting lecturer, blogger and researcher.
Contents
Table of Contents
Chapter 1: What "Being Agile" means for projects
Key takeaways from Chapter 1
How does Being agile deliver VALUE?
The Agile Manifesto - foundation of agility
Lean vs. Agile
People AND Process
Project and organisation
Scrum isn't project management and other expensive mistakes
Can I be a bit agile?
Chapter 2: Conditions for Being agile
Key takeaways from Chapter 2
Organisation culture - the agile killer
Agile projects and their hinterland
Organisational Project Management and the Project Economy
Chapter 3: Adapting project management to Being agile
Key takeaways from Chapter 3
Agile Governance and Assurance
Agile project People
Agile project Processes
Tools and AI to support Being agile
Agile projects, programmes and portfolios
Chapter 4: Becoming agile....at projects
Key takeaways from Chapter 4
Winning the C level and other stakeholders
Avoiding the pitfalls
Not throwing the baby out with the bathwater
An Agile project management Maturity Model?
Roadmap to agility
Chapter 5: There is no such thing as Agile project management
Key takeaways from Chapter 5
Case studies
Acknowledgements
About the Author
Glossary
Index
