Agile methods emphasize trust, empowerment, and collaboration-moving us away from command and control project management to harness the passion, creativity, and enthusiasm of the team. In established organizations, success with agile practices hinges on how well traditional project managers adopt new ways of thinking about project structure and control. Building on the principles of the Project Management Body of Knowledge (PMBOK®), Mike Cottmeyer explores how PMPs experienced in traditional development can adapt their styles and practices to become effective agile project leaders. Mike tackles the hidden assumptions behind the PMBOK® and explores agile approaches for managing time, cost, and scope. Taking an in-depth look at PMI processes and knowledge areas, he also explores ways you can adapt them to agile projects.

Agile development provides the opportunity for new levels of productivity and value for software delivery-yet the agile approach brings new challenges that impact people, teams, and processes. Joachim Herschmann describes how a traditional waterfall-oriented development organization can become more agile and how software delivery can be transformed into a managed, efficient, and predictable business process. Using the real-life example of the Borland Linz development center, a traditional organization that has been undergoing an agile transformation for more than two years, Joachim shares the company's experiences throughout this culture shift. Because not everything in this transition was easy and straightforward, Joachim discusses the pitfalls and challenges that the Borland Linz development center encountered-short sprint cycles, shared quality responsibility and accountability, and an increased need for test automation.

On many agile development teams, conflict lurks under the surface and can erupt as a volcano of destruction and suffering. On many agile teams, conflict is viewed mostly as a distraction that keeps the team from getting the job done. However, on great agile teams, conflict is constant and welcomed by all as a catapult to higher performance. In all these situations, conflict is not a mechanistic system one can simply take apart, fix, and put back together. It is not about mechanisms; it is about human beings working together, day after day, in the maelstrom of constant collaboration and change. In this turbulence, how can teams chart a course through conflict and turn it into a force for greatness? Lyssa Adkins reveals a conflict model that helps you do just that, walking you through five levels of conflict from "Problem to Solve" to "World War" with each step finely tuned to view conflict in a deeply human and humane way.

As a tester or test manager, you probably have wondered just how important reasoning and rational thinking actually are in many management decisions. It seems that many decisions are influenced by far more-or far less-than thoughtful analysis. Surprise! Testers make decisions every day that are just as irrational as those made by the managers about whom they complain. James Lyndsay presents his view of tester bias—why we so often labor under the illusion of control, how we lock onto the behaviors we're looking for, and how two testers can use the same evidence to support opposing positions. Using demonstrations and entertaining real-life stories, James helps you understand how biases can affect our everyday testing activities. Gain a new perspective on why timeboxes work and why independence really matters.