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The Software Project Manager's Bridge to Agility by Michele Sliger, Stacia Broderick

The Software Project Manager's Bridge to Agility Michele Sliger, Stacia Broderick ebook
Format: chm
Publisher: addison-wesley
ISBN: 0321502752, 9780321502759
Page: 384

The Automotive Chassis: Volume 1: Components Design (Mechanical Engineering Series). In this book, two long-time certified Project Management Professionals (PMPRs) and Scrum trainers have built a bridge to this dynamic new paradigm. Agile Project Management with Scrum, 2004; Ken Schwaber & Jeff Sutherland, Scrum Guide July 2011 http://www.scrum.org/; Michele Sliger & Stacia Brokerick, The Software Project Manager's Bridge to Agility, 2008. The Software Project Manager's Bridge to Agility review. It is just mapping agile with PMP, why do we need this mapping? User Stories Applied: For Agile Software Development, Mike Cohn 5. Unter Mitarbeit von Stacia Broderick und Michele Sliger. The Software Project Manager's Bridge to Agility, Michele Sliger 4. ĸ�圖中的問號代表當市場辨識出一項需要新技術或能力才可達成的需求時，該完成什麼事情。 要完成該產品路線圖之步驟如下：. The Software Project Manager's Bridge to Agility videos, images, comments, reviews, and purchase information. There are always those resistent to change, so listen to this great webinar where VersionOne hosts Michele Sliger, Agile Trainer and author of The Software Project Manager's Bridge to Agilility. Agile Project Management with Scrum, Ken Schwaber 3. Agile project management can help you plan for and handle changes in a project s scope. Ŝ�片來源：The Software Project Manager's Bridge to Agility. Cockburn, Alistair & Highsmith, Jim (Hg.) (2008): The software project manager's bridge to agility. I have read 3 books out of recommended 11 , now when i am reading " The Software Project Manager's Bridge to Agility " i am finding nothing new. References: Project Management Body of Knowledge (PMBOK®Guide) 4th Edition Sliger& Broderick – The Software Project Manager's Bridge to Agility Management Body of Knowledge (PMBOK®Guide) 4th Edition, Page 38. 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.