This is the Safari online edition of the printed book.

When software development teams move to agile methods, experienced project managers often struggle—doubtful about the new approach and uncertain about their new roles and responsibilities. In this book, two long-time certified Project Management Professionals (PMP^Rs) and Scrum trainers have built a bridge to this dynamic new paradigm. They show experienced project managers how to successfully transition to agile by refocusing on facilitation and collaboration, not “command and control.”

The authors begin by explaining how agile works: how it differs from traditional “plan-driven” methodologies, the benefits it promises, and the real-world results it delivers. Next, they systematically map the Project Management Institute’s classic, methodology-independent techniques and terminology to agile practices. They cover both process and project lifecycles and carefully address vital issues ranging from scope and time to cost management and stakeholder communication. Finally, drawing on their own extensive personal experience, they put a human face on your personal transition to agile--covering the emotional challenges, personal values, and key leadership traits you’ll need to succeed.

Coverage includes

• Relating the PMBOK^R Guide ideals to agile practices: similarities, overlaps, and differences

• Understanding the role and value of agile techniques such as iteration/release planning and retrospectives

• Using agile techniques to systematically and continually reduce risk

• Implementing quality assurance (QA) where it belongs: in analysis, design, defect prevention, and continuous improvement

• Learning to trust your teams and listen for their discoveries

• Procuring, purchasing, and contracting for software in agile, collaborative environments

• Avoiding the common mistakes software teams make in transitioning to agile

• Coordinating with project management offices and non-agile teams

• “Selling” agile within your teams and throughout your organization

For every project manager who wants to become more agile.

Part I    An Agile Overview 7

Chapter 1    What is "Agile"? 9

Chapter 2    Mapping from the PMBOK^R Guide to Agile 25

Chapter 3    The Agile Project Lifecycle in Detail 37

Part II    The Bridge: Relating PMBOK^R Guide Practices to Agile Practices 49

Chapter 4    Integration Management 51

Chapter 5    Scope Management 67

Chapter 6    Time Management 83

Chapter 7    Cost Management 111

Chapter 8    Quality Management 129

Chapter 9    Human Resources Management 143

Chapter 10    Communications Management 159

Chapter 11    Risk Management 177

Chapter 12    Procurement Management 197

Part III    Crossing the Bridge to Agile 215

Chapter 13    How Will My Responsibilities Change? 217

Chapter 14    How Will I Work with Other Teams Who Aren't Agile? 233

Chapter 15    How Can a Project Management Office Support Agile? 249

Chapter 16    Selling the Benefits of Agile 265

Chapter 17    Common Mistakes 285

Appendix A    Agile Methodologies 295

Appendix B    Agile Artifacts 301

Glossary 321

Bibliography 327

Index 333

Amazon.com® Reader Reviews (Ranked by Helpfulness)

Average Amazon.com® Rating:  Based on 7 Ratings

Agile and PMI are Compatible! - 2008-07-21
Reviewer Rating:
Finally a book in the agile series that acknowledges agile and PMI are compatible. As a PMP and CSM, one of my long time frustrations has been too many agile authors create a stereotype of an overly bureaucrat waterfall process being managed by a dictator project manager. That may be a great way to sell their books, but their rejection of sound project management principles has been a disservice to the industry--the classic mistake of throwing out the baby with the bathwater.

As the title states, Sliger and Broderick sets out to bridge this divide and does a super job showing how agile management practices fit into the project management body of knowledge (PMBOK). They reinforce this message with extensive quotes from the PMBOK that explicitly address incremental and iterative development. I especially like their chapter summaries which compare and contrast project manager approaches to specific practices under a plan-driven and an agile project. One of their key messages is that project managers should allow the team to focus on the current iteration, allowing the project managers to focus on removing impediments to future work. This is sound advice no matter what development framework you are using.

Sliger and Broderick discussion on how agile is being extended to product and release planning and how it's adapting to interfacing with PMOs and non-agile teams is also very relevant. While agile purest reject such notions, these are issues that my clients are facing today. Sliger and Broderick succinctly summarize the current thinking on agile product and release planning and provide sound advice on adapting agile to meet these real-world needs.

One shortcoming in the book is that the authors imply that agile is the silver-bullet that should always be used. I wished they would have acknowledge that while agile methods are appropriate in many situations; plan-driven methods are the appropriate choice for other situations. (See Balancing Agility and Discipline: A Guide for the Perplexed by Barry Boehm and Richard Turner)

I highly recommend this book and will be adding to our seminars reference lists. It is especially useful to experienced project managers. As the product description (see above) states they often struggle while transitioning to agile. However, I don't think they are doubtful about the approach, but instead are confused by the hype they encounter. It will also be useful to agilest who starting to see through the hype in other books. Sliger and Broderick have cut through the hype and reinforce the point that effective project management principles still apply.

Excellent advice for project managers making the change to agile - 2008-07-23
Reviewer Rating:
This excellent book is targeted directly at Project Management Professionals (PMPs) but will be extremely beneficial to any project manager who is interested in agile development. After three short chapters that introduce the general principles and activities of an agile software development project, the authors attack the meat of their subject. Each of the nine chapters of part two corresponds directly to one of the PMI's project management knowledge areas.

Sliger and Broderick, each an experienced PMP, cover the changed responsibilities of the project manager transitioning to agile. A highlight of each chapter is the small table with columns for 'I used to do this' and 'Now I do this' that succinctly summarizes the often profound differences between traditional and agile project management.

This book is necessary reading for any project manager making the change to agile as well as for any ScrumMaster or agile coach working on a large projects. The book takes a giant stride toward dispelling the myth that the only role for project managers is to buy pizza and soda and get out of the way.

Communication enabler - 2009-10-11
Reviewer Rating:
If you are member of an agile software development team, this book makes you able to keep effective communication with old school CEOs, managers and software developers. Even, if you are resolute, it'll help you shift those old school people to the philosophy of agility.

Right on the Money...! - 2009-09-18
Reviewer Rating:
The authors have a comprehensive understanding of agile values, principles and practices and use this knowledge to provide an enlightening mapping to the PMBOK. This is a great "bridge" for PMI project managers wanting to transition to a more agile approach to software development projects.

Covers techniques, transition points, learning to trust teams and use agile techniques to reduce risk, and more - 2008-09-11
Reviewer Rating:
When software development moves to embrace agility, project managers can struggle over the new approach and their roles. That's where The Software Project Manager's Bridge to Agility comes in, making it a top recommended pick for business and IT technology collections alike. It covers techniques, transition points, learning to trust teams and use agile techniques to reduce risk, and more. Even more essential are chapters on avoiding common mistakes, and coordinating efforts with project management and non-agile teams.

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