Modern Project Management: Successful Projects with Plan-based, Agile and Hybrid Approaches

In this translation of the updated and expanded new edition of ?Modern Project Management?, Holger Timinger explains the classic, agile and hybrid approaches to project management. This book is intended to enable you to use suitable processes, methods, tools and roles for handling an individual project task, and also deals with the HyProM structuring framework. 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

About the Author :
Holger Timinger studied electrical engineering at the University of Ulm and completed his doctorate there. After several years in the private sector, he became Professor of Project Management and Medical Technology at Landshut University of Applied Sciences in 2011. In 2012, he was named Professor of the Year for Engineering and Computer Science by UNICUM. He is the author of Wiley-Schnellkurs Projektmanagement. Holger Timinger studied electrical engineering at the University of Ulm and completed his doctorate there. After several years in the private sector, he became Professor of Project Management and Medical Technology at Landshut University of Applied Sciences in 2011. In 2012, he was named Professor of the Year for Engineering and Computer Science by UNICUM. He is the author of the "Wiley-Schnellkurs Projektmanagement".