You will learn what characterizes traditional project management and in which situations it has strengths and weaknesses. The author also shows you when and where to use agile project management. This allows you to combine traditional and agile approaches when it makes sense.
The book takes up current standards such as the Individual Competence Baseline (ICB) 4.0 of the International Project Management Association (IPMA) and the PMBOK of the Project Management Institute (PMI).
It is one of the first books to deal with hybrid project management in a structured and comprehensive way, using an innovative framework. The framework structures project management processes, methods, tools and roles.
The digital business world, agile transformation and technology and innovation management are buzzwords that are preoccupying many companies. Efficient and effective project management can make an important contribution to this.
Table of Contents
Introduction 9
About this book 9
Aim of this book 10
Target audience 10
Prerequisites 10
Structure of the book 10
Use of colors, symbols and formats 11
1 Standards and norms in project management 13
Overview 13
PMI Project Management Body of Knowledge 16
Prince2® 20
ISO 21502 22
DIN 69901 23
IPMA Individual Competence Baseline 24
Green Project Management P5 26
Agile Standards 27
Modern Project Management 28
2 Process models for plan-based project management 31
What does traditional mean here? 31
Common characteristics of plan-based process models 34
Sequential process models 41
Concurrent process models 44
Repetitive process models 46
Practical examples and case studies 50
3 Plan-based project management - tools, methods and ongoing tasks 53
Introduction 53
Project initialization and definition 53
Project planning 82
Project controlling 106
Project closure 118
Ongoing project management tasks 126
Practical examples and case studies 160
4 Agile project management 169
Agile manifesto and agile values 169
Scrum 174
Scaled Scrum 200
Kanban 209
Lean project management and theory of constraints 221
More agile process models 237
Practical examples and case studies 244
5 Hybrid project management 261
Introduction 261
Development of individual process models for successful project management 269
Sequential application of different process models 284
Parallel application of plan-based and agile process models 288
Integrated application of different process models 296
ScrumBan 299
Software tools in hybrid projects 300
Practical examples and case studies 301
6 Leadership 323
Introduction to leadership and team development 323
Goals of leadership and team development 324
Leadership concepts and styles 324
Motivation 330
Team composition and team development 335
Communication 340
Conflicts and crises 342
Lateral leadership 345
Leadership in agile environments 353
Practical examples and case studies 358
7 Interfaces of hybrid projects to programs and portfolios 365
Overview 365
Program management 371
Portfolio management 373
Characteristics of agile and hybrid program and portfolio management 376
Practical examples and case studies 379
8 Toolbox 383
Introduction 383
I Initialization 386
D definition 406
P Planning 437
M monitoring and control 464
C Closing 506
9 Glossary 515
10 Certificate Modern Project Management 527
Norms and standards (1 question) 528
Process models (3 questions) 528
Plan-based project management incl. ongoing tasks (16 questions) 529
Agile project management (16 questions) 531
Hybrid project management (9 questions) 533
Leadership (5 questions) 535
Solutions 535
Contents 7
11 Solutions to the exercises and case studies 537
Case study 2.1: Definition of quality gates 537
Case study 2.2: Traceability in the V-model 538
Case study 2.3: Prototype planning spiral model 540
Case study 3.1: Exercises for project initialization and definition 540
Case study 3.2: Exercises for project planning 542
Case study 3.3: Exercises for project control 545
Case study 3.4: Exercises for project closure 547
Case study 3.5: Exercises for ongoing project management tasks 547
Case study 4.1: Sprint backlog 549
Case study 4.2: Synchronization of several teams 549
Case study 4.3: Customer and technical design requirements 550
Case study 4.4: Large-scale project with Scrum 551
Case study 4.5: Daily Scrum 551
Case study 4.6: Overload due to incorrect velocity 552
Case study 4.7: Agile scaling with Nexus 553
Case study 4.10: Flow optimization 554
Case study 4.11: Cumulative flow 555
Case study 4.12: Optimizing bottlenecks 555
Case study 4.13: Exercise replanning a project according to critical chain project management 556
Case study 5.1: Criteria and selection of an organization-specific process model 557
Case study 5.2: Situation analysis and target definition 558
Case study 5.3: Development of an organization-specific process model for successful project management 559
Case study 5.4: Introduction of a new process model 559
Case study 5.5: Agile project management in the construction industry 560
Case study 5.6: Plan-based project with Kanban 560
Case study 5.7: Agile or hybrid large-scale project? 561
Case study 5.8: Failed introduction of a new process model 563
Case study 5.9: Hybrid product development process 564
Case study 6.1: Team selection 565
Case study 6.2: Communication within the team 566
Case study 6.3: Project vision and participation 566
Case study 6.4: Motivation 567
Case study 6.5: Escalation 568
Case study 7.1: Project comparison with the utility value analysis 568
Case study 7.2: Hybrid program and portfolio management 570
Bibliography 571
Index 575
