敏捷实践指南（英文版）

 

本书是美国项目管理协会新发布的敏捷实践标准，它是理解、评估和使用敏捷和混合的敏捷方法的资源。该实践指南为何时、何地以及如何应用敏捷方法提供指导，并为希望增强敏捷性的实践者和组织提供实用工具。本指南是与PMI其他标准一致，包括项目管理知识体系指南（PMBOK指南第六版），是PMI与敏捷联盟合作开发的成果，是PMI推出的敏捷认证教材之一。

Project Management Institute（项目管理协会）是全球项目管理领域权威的非营利机构，致力于项目管理体系、方法的研究、应用与推广，其制定的“项目管理知识体系指南”已成为全球公认的项目管理标准。

Table of Contents

1. Introduction…………………………………………………………………………………………………………….1

2. AN INTRODUCTION TO AGILE…………………………………………………………………………………………7
2.1 Definable Work vs. High-Uncertainty Work…………………………………………………………….7
2.2 The Agile Manifesto and Mindset………………………………………………………………………….8
2.3 Lean and the Kanban Method……………………………………………………………………………..12
2.4 Uncertainty, Risk, and Life Cycle Selection…………………………………………………………..13

3. LIFE CYCLE SELECTION……………………………………………………………………………………………….17
3.1 Characteristics of Project Life Cycles…………………………………………………………………..18
3.1.1 Characteristics of Predictive Life Cycles…………………………………………………..20
3.1.2 Characteristics of Iterative Life Cycles……………………………………………………..21
3.1.3 Characteristics of Incremental Life Cycles………………………………………………..22
3.1.4 Characteristics of Agile Life Cycles…………………………………………………………..24
3.1.5 Agile Suitability Filters…………………………………………………………………………….25
3.1.6 Characteristics of Hybrid Life Cycles………………………………………………………..26
3.1.7 Combined Agile and Predictive Approaches………………………………………………27
3.1.8 Predominantly Predictive Approach with Some Agile Components……………..28
3.1.9 A Largely Agile Approach with a Predictive Component……………………………..28
3.1.10 Hybrid Life Cycles as Fit-For-Purpose……………………………………………………..29
3.1.11 Hybrid Life Cycles as Transition Strategy………………………………………………..30
3.2 Mixing Agile Approaches……………………………………………………………………………………31
3.3 Project Factors That Influence Tailoring………………………………………………………………32

4. IMPLEMENTING AGILE: CREATING AN AGILE ENVIRONMENT………………………………………….33
4.1 Start with an Agile Mindset………………………………………………………………………………..33
4.2 Servant Leadership Empowers the Team……………………………………………………………..33
4.2.1 Servant Leader Responsibilities……………………………………………………………….34
4.2.2 Role of the Project Manager in an Agile Environment…………………………………37
4.2.3 Project Managers Use Servant Leadership………………………………………………..38
4.3 Team Composition……………………………………………………………………………………………..38
4.3.1 Agile Teams……………………………………………………………………………………………39
4.3.2 Agile Roles……………………………………………………………………………………………..40
4.3.3 Generalizing Specialists…………………………………………………………………………..42
4.3.4 Team Structures……………………………………………………………………………………..43
4.3.5 Dedicated Team Members……………………………………………………………………….44
4.3.6 Team Workspaces…………………………………………………………………………………..46
4.3.7 Overcoming Organizational Silos……………………………………………………………..47

5. IMPLEMENTING AGILE: DELIVERING IN AN AGILE ENVIRONMENT…………………………………..49
5.1 Charter the Project and the Team………………………………………………………………………..49
5.2 Common Agile Practices…………………………………………………………………………………….50
5.2.1 Retrospectives………………………………………………………………………………………..50
5.2.2 Backlog Preparation……………………………………………………………………………….52
5.2.3 Backlog Refinement………………………………………………………………………………..52
5.2.4 Daily Standups……………………………………………………………………………………….53
5.2.5 Demonstrations/Reviews…………………………………………………………………………55
5.2.6 Planning for Iteration-Based Agile……………………………………………………………55
5.2.7 Execution Practices that Help Teams Deliver Value……………………………………56
5.2.8 How Iterations and Increments Help Deliver Working Product…………………….57
5.3 Troubleshooting Agile Project Challenges……………………………………………………………57
5.4 Measurements in Agile Projects………………………………………………………………………….60
5.4.1 Agile Teams Measure Results………………………………………………………………….61

6. ORGANIZATIONAL CONSIDERATIONS FOR PROJECT AGILITY………………………………………..71
6.1 Organizational Change Management…………………………………………………………………..71
6.1.1 Drivers for Change Management………………………………………………………………73
6.1.2 Readiness for Change……………………………………………………………………………..73
6.2 Organizational Culture………………………………………………………………………………………..75
6.2.1 Creating an Environment of Safety……………………………………………………………75
6.2.2 Assessing Culture…………………………………………………………………………………..75
6.3 Procurement and Contracts………………………………………………………………………………..77
6.4 Business Practices…………………………………………………………………………………………….79
6.5 Multiteam Coordination and Dependencies (Scaling)……………………………………………80
6.5.1 Frameworks…………………………………………………………………………………………..80
6.5.2 Considerations……………………………………………………………………………………….80
6.6 Agile and the Project Management Office (PMO)…………………………………………………..81
6.6.1 An Agile PMO is Value-Driven…………………………………………………………………..81
6.6.2 An Agile PMO is Invitation-Oriented………………………………………………………….81
6.6.3 An Agile PMO is Multidisciplinary…………………………………………………………….82
6.7 Organizational Structure…………………………………………………………………………………….83
6.8 Evolving the Organization………………………………………………………………………

PREFACE

The Project Management Institute and Agile Alliance? chartered this practice guide to create a greater understanding of agile approaches in their communities. The vision for this practice guide is to equip project teams with tools, situational guidelines, and an understanding of the available agile techniques and approaches to enable better results.

Project teams are using agile approaches in a variety of industries beyond software development.  Both organizations realize that expansion has created a need for a common language, open mindedness, and the willingness to be flexible in how products and deliverables are brought to market. In addition, both organizations realize there are multiple ways to achieve successful delivery. There are a broad range of tools, techniques, and frameworks; teams have choices for approaches and practices that fit their project and the organizational culture in order to achieve the desired outcome.

The Agile Practice Guide core committee members are from varying backgrounds and use various approaches. Some of the committee members are consultants and some work inside organizations. All have worked in agile ways for many years.