PMP電子版教材（下）

（下 ??????????一章人員領域??二章過程領域??三章業務環境領域

序言認識敏捷序言認識敏捷序言認識敏捷序言認識敏捷StakeholderEngagementValue-DrivenDeliveryAgileFrameworkBoostingTeamPerformancePracticesAdaptivePlanningProblemDetectionandResolutionContinuousImprovement

AgileFrameworkAgileFrameworkAgileFrameworkAgileFrameworkAgileFrameworkVUCA 易變性（Volatility不確定性（Uncertainty復雜性（Complexity模糊性（AmbiguityAgileFrameworkVUCAAgileFrameworkIndividualsandInteractionsOverProcessandWorkingsoftwareOverComprehensive可用的軟件（成果）重于完整的文檔CustomercollaborationOverContractnegotiation客戶合作重于合同談判RespondingtochangeOverFollowingaAgileFramework1Ourhighestpriorityistosatisfythecustomerthroughearlyandcontinuousdeliveryofvaluablesoftware。AgileFramework2:Welcomechangingrequirements,evenlateindevelopment.Agileprocessesharnesschangeforthecustomer'scompetitiveadvantageAgileFramework3:Deliverworkingsoftwarefrequently,fromacoupleofweekstoacoupleofmonths,withapreferencefortheshortertimescaleAgileFramework4:Businesspeopleanddevelopersmustworktogetherdailythroughouttheproject.AgileFramework5:Buildprojectsaroundmotivatedindividuals.Givethemtheenvironmentandsupporttheyneedandtrustthemtogetthejobdone.AgileFramework6:Themostefficientandeffectivemethodofconveyinginformationtoandwithinadevelopmentteamisface-to-faceconversation.AgileFramework7Workingsoftwareistheprimarymeasureofprogress.AgileFramework8:Agileprocessespromotesustainabledevelopment.Thesponsors,developers,andusersshouldbeabletomaintainaconstantpaceAgileFramework9:ContinuousattentiontotechnicalexcellenceandgooddesignenhancesAgileFramework10:Simplicity--theartofmaximizingtheamountofworknotdone--isessential.AgileFramework11:Thebestarchitectures,requirements,anddesignsemergefromself-organizingteams.AgileFramework12:Atregularintervals,theteamreflectsonhowtobecomemoreeffective,thentunesandadjustsitsbehavioraccordingly.AgileFrameworkAgileFrameworkAgileFrameworkEvertried.Everfailed.Nomatter.TryAgain.Failagain.Fail——SamuelBeckett,Irishpoet(1906-1989)AgileFrameworkAgileFrameworkAgileFrameworkAgileFramework 簡單易懂（SimpletoUnderstand） 難以精通（DifficulttoMaster）檢視（SimpletoProductOwnerScrumMaster事工作）極限編程XP（eXtremeProgramming）極限編程XP（eXtremeProgramming）SimplicityFeedbackCourageRespect看板（Kanban看板（Kanban看板（Kanban看板（Kanban）功能驅動開發（FeatureDrivenDevelopment功能驅動開發（FeatureDrivenDevelopment動態系統開發（DynamicSystemsDevelopmentMethod動態系統開發（DynamicSystemsDevelopmentMethod水晶家族（Crystal水晶家族（CrystalFamily）Easytoaccesstoexpertusers第三章價值驅動交付第三章價值驅動交付第三章第三章Value-DrivenDelivery1Ourhighestpriorityistosatisfythecustomerthroughearlyandcontinuousdeliveryofvaluablesoftware。第三章第三章Value-DrivenDelivery價值驅動交付第三章第三章Value-DrivenDelivery第三章第三章Value-DrivenDelivery價值驅動交付第三章第三章Value-DrivenDeliveryChartingValueStreamMappingProductRoadmapAgileContracting第三章第三章Value-DrivenDelivery價值驅動交付第三章第三章Value-DrivenDelivery第三章第三章Value-DrivenDelivery價值驅動交付第三章第三章Value-DrivenDelivery第三章第三章Value-DrivenDelivery價值驅動交付第三章第三章Value-DrivenDeliverySimpleSchemes（高、中、低MoSCoWPrioritizationSchemeMoSCoWMonopolyMoneyKanoAnalysisKano100-PointMethod100第三章第三章Value-DrivenDelivery價值驅動交付MustShouldCouldWouldliketohave,butnotthis第三章第三章Value-DrivenDeliveryKano分析第三章第三章Value-DrivenDelivery價值驅動交付Kano分析第三章第三章Value-DrivenDeliveryKano分析第三章第三章Value-DrivenDelivery價值驅動交付Kano分析第三章第三章Value-DrivenDeliveryKano分析—客戶忠誠度第三章第三章Value-DrivenDelivery價值驅動交付100-PointMethod100點方法給參與者100第三章第三章Value-DrivenDeliveryRequirementsPrioritizationModel第三章Value-DrivenDelivery價值驅動交付第三章第三章Value-DrivenDelivery產品路線圖(ProductRoadmap)是產品發布(releases)以產品路線圖沒有固定的格式。故事地圖(StoryMap)第三章第三章Value-DrivenDelivery價值驅動交付StoryMap第三章Value-Driven第三章Value-DrivenDelivery價值驅動交付feature第三章Value-DrivenDelivery價值驅動交付ChangeforWantthisnewDropthis第三章第三章Value-DrivenDeliveryTaskandKanbanBoardsWIPLimitsIncrementalDelivery第三章第三章Value-DrivenDelivery價值驅動交付第三章第三章Value-DrivenDeliveryWIPWIP利特爾法則(Little’sLawWIP有關，將在第七章介第三章第三章Value-DrivenDelivery價值驅動交付IncrementalDelivery第三章第三章Value-DrivenDeliveryConfirmingValue第三章第三章Value-DrivenDelivery價值驅動交付Customer-ValuedPrioritization第三章第三章Value-DrivenDelivery(IKIWISI,I’llKnowItWhenISeeIt)第三章第三章Value-DrivenDelivery價值驅動交付CumulativeFlowDiagram(CFDs)第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement工具之：線框圖（Wireframe）第四章第四章StakeholderEngagement工具之：線框圖（Wireframe第四章第四章StakeholderEngagement工具之：線框圖（Wireframe第四章第四章StakeholderEngagement以（達到什么目的）。第四章第四章StakeholderEngagement測試故事可否被接受或結束。第四章第四章StakeholderEngagement工具之：用戶故事（UserStory）第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement工具之：用戶故事（UserStory）第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement工具之：用戶故事（UserStory）用戶故事的六個特性之：Small第四章第四章StakeholderEngagement工具之：用戶故事（UserStory）用戶故事的六個特性之：Small第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement工具之：故事地圖（Story第四章第四章StakeholderEngagement工具之：故事地圖（StoryMap）第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement識別干系人（Identify第四章第四章StakeholderEngagement教育干系人（Educate）第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagementWIP即Workinprogress，第四章第四章StakeholderEngagement管理干系人的溝通—速率（Velocity第四章第四章StakeholderEngagement用例圖(Usecase數據模型(Data屏幕設計(Screen第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement>>>>>>>>>>>>>>World搞死他>>>>須要將雙方分開第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章StakeholderEngagement第四章StakeholderEngagement第四章第四章StakeholderEngagement 決 ！ 第四章StakeholderEngagementPeopleDoingthingsrightDoingtherightthingsSpeed第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第四章第四章StakeholderEngagement第五章第五章第五章激發團隊績效的實踐第五章激發團隊績效的實踐第五章第五章第五章激發團隊績效的實踐第五章激發團隊績效的實踐第五章第五章第五章激發團隊績效的實踐第五章激發團隊績效的實踐第五章第五章第五章激發團隊績效的實踐第五章激發團隊績效的實踐第五章第五章第五章激發團隊績效的實踐第五章激發團隊績效的實踐第五章第五章第五章激發團隊績效的實踐第五章激發團隊績效的實踐第五章第五章第五章激發團隊績效的實踐第五章激發團隊績效的實踐第五章第五章第六章適應性規劃第六章適應性規劃第六章適應性規劃第六章適應性規劃時間盒也是激勵段時間。在敏捷項目中，架構探針通常是在一個時間盒第六章適應性規劃第六章適應性規劃第六章適應性規劃第六章適應性規劃PlansRiskassessments風險評估RequirementdefinitionsArchitecturaldesigns架構設計AcceptancecriteriaTestscenario第六章適應性規劃第六章適應性規劃第六章適應性規劃第六章適應性規劃足夠完整（Completeenough）足夠小（Smallenough）第六章適應性規劃第六章適應性規劃第六章適應性規劃第六章適應性規劃記住未來（Rememberthe修剪產品樹（PrunetheProduct購買功能（Buya第六章適應性規劃第六章適應性規劃ChoosetheKickoffReviewAssemble第六章適應性規劃第六章適應性規劃第六章適應性規劃第六章適應性規