Agile contracts : creating and managing successful projects with Scrum /

A methodologically sophisticated, comprehensive approach to applying the Agile fixed-price contract to IT projects while maximizing customer and supplier relationships ""Interesting and necessary for IT managers and IT lawyers.""--Walter J. Jaburek, Dipl.-Ing., Dr. iur., Dr. tech...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Opelt, Andreas, 1978-
Otros Autores: Gloger, Boris, 1968-, Pfarl, Wolfgang, 1979-, Mittermayr, Ralf
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Hoboken, New Jersey : John Wiley & Sons Inc., [2013]
Colección:Wiley series in systems engineering and management.
Temas:
Agile software development.
Scrum (Computer software development)
Computer contracts.
Méthodes agiles (Développement de logiciels)
Scrum (Développement de logiciels)
Contrats informatiques.
COMPUTERS > Programming > Open Source.
COMPUTERS > Software Development & Engineering > General.
COMPUTERS > Software Development & Engineering > Tools.
Agile software development
Computer contracts
Acceso en línea:Texto completo
Tabla de Contenidos:
  • 1. Agility: What Is That?
  • 1.1. The Agile Manifesto of 2001
  • 1.2. Agile Development Based on Scrum
  • 1.2.1. The Principles of Organization
  • 1.2.2. The Process Model
  • 1.2.3. Estimation in Scrum
  • 1.3. Agility from the Perspective of Procurement
  • 1.4. Agility from the Perspective of the Software Provider
  • 1.5. The 12 Principles of Agile Software Development
  • 1.6. Summary
  • 2. The Missing Piece of the Puzzle
  • 2.1. The Problems with Traditional Fixed-Price Contracts
  • 2.2. The Problems with Time and Materials Contracts
  • 2.3. Something New: The Agile Fixed-Price Contract
  • 2.4. Summary
  • 3. What Is an Agile Fixed-Price Contract?
  • 3.1. Existing Approaches
  • 3.2. The Agile Fixed-Price Contract
  • 3.2.1. How Is an Agile Fixed-Price Contract Set Up?
  • 3.3. Summary
  • 4. Sample of an Agile Fixed-Price Contract
  • 5. Tendering Based on an Agile Fixed-Price Contract
  • 5.1. Appropriate Tender Content for an Agile Fixed-Price Contract
  • 5.2. Requirements for Tendering and Selection
  • 5.2.1. Competition
  • 5.2.2. Comparability and Transparency
  • 5.3. Tendering Steps with a Focus on Agile Fixed Price
  • 5.3.1. Internal Goal Setting and Coordination
  • 5.3.2. Preparation for the Invitation to Tender
  • 5.3.3. Tender
  • 5.3.4. Awarding of the Tender
  • 5.3.5. Price Optimization Options
  • 5.3.6. Project and Contract Management
  • 5.3.7. Effort Inherent in the Tendering Process
  • 5.4. Summary
  • 6. Special Requirements for the Legal Framework of an Agile Fixed-Price Contract
  • 6.1. Adaptable system for scope
  • 6.2. Warranty and Damages
  • 6.3. Schedule and Milestones
  • 6.4. Path of Escalation
  • 6.5. Obligations
  • 6.6. Summary
  • 7. Guideline for the Negotiation of an Agile Fixed-Price Contract
  • 7.1. Objectives of the Client
  • 7.2. Objectives of the Contractor
  • 7.3. Objectives and Bonus Payouts of the People Involved
  • 7.4. Strategy for the Project and the Negotiation
  • 7.5. Tactics for the Negotiation
  • 7.6. Price Determination
  • 7.7. Conclusion of the Negotiation and Project Steering
  • 7.8. Conclusions
  • 8. Advantages and Disadvantages of Agile Fixed-Price Contracts
  • 8.1. Detailed Analysis of the Pros and Cons
  • 8.1.1. Budget Security
  • 8.1.2. Requirement Flexibility
  • 8.1.3. Detailed Requirements
  • 8.1.4. Negotiating Costs
  • 8.1.5. Estimate Security
  • 8.1.6. Quality Risk
  • 8.1.7. Price Elevation Tendency
  • 8.1.8. Probability of Winning a Project Tender
  • 8.1.9. Cost Risk
  • 8.1.10. Security to Deliver a Project as a Whole
  • 8.1.11. Acceptance Efforts
  • 8.1.12. Pricing Transparency
  • 8.1.13. Progress Transparency
  • 8.1.14. Permanent Regulation
  • 8.1.15. Securing the Investment
  • 8.2. Summary and Overview
  • 8.3. Conclusions
  • 9. Toolbox for Agile Fixed-Price Contracts
  • 9.1. Stimulating Interest Before the Negotiation
  • 9.2. Identifying Issues of the Other Party
  • 9.3. Establishing Common Language and Experiences
  • 9.4. Feature Shoot-out
  • 9.5. The Black Swan Scenario
  • 9.6. Workshop on Contract Setup
  • 9.7. Reports and Metrics
  • 9.7.1. KISS Backlog View.
  • 9.7.2. Focus: There Is a Single Goal!
  • 10. Practical Examples
  • 10.1. Example 1: Software Integration in a Migration Project
  • 10.1.1. Initial Situation
  • 10.1.2. Contract and Procedure for Traditional Methodologies
  • 10.1.3. Contract and Procedure for Agile Methodologies
  • 10.1.4. Contract for Example 1
  • 10.2. Example 2: Creating a Software Product
  • 10.2.1. Initial Situation
  • 10.2.2. Contract and Procedure for a Traditional Fixed-Price Contract
  • 10.2.3. Contract and Procedure for a Time and Materials Contract
  • 10.2.4. Contract and Procedure for an Agile Fixed-Price Contract
  • 10.2.5. Conclusions1: Agility: What Is That?
  • 1.1. The Agile Manifesto of 2001
  • 1.2. Agile Development Based on Scrum
  • 1.2.1. The Principles of Organization
  • 1.2.2. The Process Model
  • 1.2.3. Estimation in Scrum
  • 1.3. Agility from the Perspective of Procurement
  • 1.4. Agility from the Perspective of the Software Provider
  • 1.5. The 12 Principles of Agile Software Development
  • 1.6. Summary
  • 2. The Missing Piece of the Puzzle
  • 2.1. The Problems with Traditional Fixed-Price Contracts
  • 2.2. The Problems with Time and Materials Contracts
  • 2.3. Something New: The Agile Fixed-Price Contract
  • 2.4. Summary
  • 3. What Is an Agile Fixed-Price Contract?
  • 3.1. Existing Approaches
  • 3.2. The Agile Fixed-Price Contract
  • 3.2.1. How Is an Agile Fixed-Price Contract Set Up?
  • 3.3. Summary
  • 4. Sample of an Agile Fixed-Price Contract
  • 5. Tendering Based on an Agile Fixed-Price Contract
  • 5.1. Appropriate Tender Content for an Agile Fixed-Price Contract
  • 5.2. Requirements for Tendering and Selection
  • 5.2.1. Competition
  • 5.2.2. Comparability and Transparency
  • 5.3. Tendering Steps with a Focus on Agile Fixed Price
  • 5.3.1. Internal Goal Setting and Coordination
  • 5.3.2. Preparation for the Invitation to Tender
  • 5.3.3. Tender
  • 5.3.4. Awarding of the Tender
  • 5.3.5. Price Optimization Options
  • 5.3.6. Project and Contract Management
  • 5.3.7. Effort Inherent in the Tendering Process
  • 5.4. Summary
  • 6. Special Requirements for the Legal Framework of an Agile Fixed-Price Contract
  • 6.1. Adaptable system for scope
  • 6.2. Warranty and Damages
  • 6.3. Schedule and Milestones
  • 6.4. Path of Escalation
  • 6.5. Obligations
  • 6.6. Summary
  • 7. Guideline for the Negotiation of an Agile Fixed-Price Contract
  • 7.1. Objectives of the Client
  • 7.2. Objectives of the Contractor
  • 7.3. Objectives and Bonus Payouts of the People Involved
  • 7.4. Strategy for the Project and the Negotiation
  • 7.5. Tactics for the Negotiation
  • 7.6. Price Determination
  • 7.7. Conclusion of the Negotiation and Project Steering
  • 7.8. Conclusions
  • 8. Advantages and Disadvantages of Agile Fixed-Price Contracts
  • 8.1. Detailed Analysis of the Pros and Cons
  • 8.1.1. Budget Security
  • 8.1.2. Requirement Flexibility
  • 8.1.3. Detailed Requirements
  • 8.1.4. Negotiating Costs
  • 8.1.5. Estimate Security
  • 8.1.6. Quality Risk
  • 8.1.7. Price Elevation Tendency
  • 8.1.8. Probability of Winning a Project Tender
  • 8.1.9. Cost Risk
  • 8.1.10. Security to Deliver a Project as a Whole
  • 8.1.11. Acceptance Efforts
  • 8.1.12. Pricing Transparency
  • 8.1.13. Progress Transparency
  • 8.1.14. Permanent Regulation
  • 8.1.15. Securing the Investment
  • 8.2. Summary and Overview
  • 8.3. Conclusions
  • 9. Toolbox for Agile Fixed-Price Contracts
  • 9.1. Stimulating Interest Before the Negotiation
  • 9.2. Identifying Issues of the Other Party
  • 9.3. Establishing Common Language and Experiences
  • 9.4. Feature Shoot-out
  • 9.5. The Black Swan Scenario
  • 9.6. Workshop on Contract Setup
  • 9.7. Reports and Metrics
  • 9.7.1. KISS Backlog View.
  • 9.7.2. Focus: There Is a Single Goal!
  • 10. Practical Examples
  • 10.1. Example 1: Software Integration in a Migration Project
  • 10.1.1. Initial Situation
  • 10.1.2. Contract and Procedure for Traditional Methodologies
  • 10.1.3. Contract and Procedure for Agile Methodologies
  • 10.1.4. Contract for Example 1
  • 10.2. Example 2: Creating a Software Product
  • 10.2.1. Initial Situation
  • 10.2.2. Contract and Procedure for a Traditional Fixed-Price Contract
  • 10.2.3. Contract and Procedure for a Time and Materials Contract
  • 10.2.4. Contract and Procedure for an Agile Fixed-Price Contract
  • 10.2.5. Conclusions1: Agility: What Is That?
  • 1.1. The Agile Manifesto of 2001
  • 1.2. Agile Development Based on Scrum
  • 1.2.1. The Principles of Organization
  • 1.2.2. The Process Model
  • 1.2.3. Estimation in Scrum
  • 1.3. Agility from the Perspective of Procurement
  • 1.4. Agility from the Perspective of the Software Provider
  • 1.5. The 12 Principles of Agile Software Development
  • 1.6. Summary
  • 2. The Missing Piece of the Puzzle
  • 2.1. The Problems with Traditional Fixed-Price Contracts
  • 2.2. The Problems with Time and Materials Contracts
  • 2.3. Something New: The Agile Fixed-Price Contract
  • 2.4. Summary
  • 3. What Is an Agile Fixed-Price Contract?
  • 3.1. Existing Approaches
  • 3.2. The Agile Fixed-Price Contract
  • 3.2.1. How Is an Agile Fixed-Price Contract Set Up?
  • 3.3. Summary
  • 4. Sample of an Agile Fixed-Price Contract
  • 5. Tendering Based on an Agile Fixed-Price Contract
  • 5.1. Appropriate Tender Content for an Agile Fixed-Price Contract
  • 5.2. Requirements for Tendering and Selection
  • 5.2.1. Competition
  • 5.2.2. Comparability and Transparency
  • 5.3. Tendering Steps with a Focus on Agile Fixed Price
  • 5.3.1. Internal Goal Setting and Coordination
  • 5.3.2. Preparation for the Invitation to Tender
  • 5.3.3. Tender
  • 5.3.4. Awarding of the Tender
  • 5.3.5. Price Optimization Options
  • 5.3.6. Project and Contract Management
  • 5.3.7. Effort Inherent in the Tendering Process
  • 5.4. Summary
  • 6. Special Requirements for the Legal Framework of an Agile Fixed-Price Contract
  • 6.1. Adaptable system for scope
  • 6.2. Warranty and Damages
  • 6.3. Schedule and Milestones
  • 6.4. Path of Escalation
  • 6.5. Obligations
  • 6.6. Summary
  • 7. Guideline for the Negotiation of an Agile Fixed-Price Contract
  • 7.1. Objectives of the Client
  • 7.2. Objectives of the Contractor
  • 7.3. Objectives and Bonus Payouts of the People Involved
  • 7.4. Strategy for the Project and the Negotiation
  • 7.5. Tactics for the Negotiation
  • 7.6. Price Determination
  • 7.7. Conclusion of the Negotiation and Project Steering
  • 7.8. Conclusions
  • 8. Advantages and Disadvantages of Agile Fixed-Price Contracts
  • 8.1. Detailed Analysis of the Pros and Cons
  • 8.1.1. Budget Security
  • 8.1.2. Requirement Flexibility
  • 8.1.3. Detailed Requirements
  • 8.1.4. Negotiating Costs
  • 8.1.5. Estimate Security
  • 8.1.6. Quality Risk
  • 8.1.7. Price Elevation Tendency
  • 8.1.8. Probability of Winning a Project Tender
  • 8.1.9. Cost Risk
  • 8.1.10. Security to Deliver a Project as a Whole
  • 8.1.11. Acceptance Efforts
  • 8.1.12. Pricing Transparency
  • 8.1.13. Progress Transparency
  • 8.1.14. Permanent Regulation
  • 8.1.15. Securing the Investment
  • 8.2. Summary and Overview
  • 8.3. Conclusions
  • 9. Toolbox for Agile Fixed-Price Contracts
  • 9.1. Stimulating Interest Before the Negotiation
  • 9.2. Identifying Issues of the Other Party
  • 9.3. Establishing Common Language and Experiences
  • 9.4. Feature Shoot-out
  • 9.5. The Black Swan Scenario
  • 9.6. Workshop on Contract Setup
  • 9.7. Reports and Metrics
  • 9.7.1. KISS Backlog View
  • 9.7.2. Focus: There Is a Single Goal!
  • 10. Practical Examples
  • 10.1. Example 1: Software Integration in a Migration Project
  • 10.1.1. Initial Situation
  • 10.1.2. Contract and Procedure for Traditional Methodologies
  • 10.1.3. Contract and Procedure for Agile Methodologies
  • 10.1.4. Contract for Example 1
  • 10.2. Example 2: Creating a Software Product
  • 10.2.1. Initial Situation
  • 10.2.2. Contract and Procedure for a Traditional Fixed-Price Contract
  • 10.2.3. Contract and Procedure for a Time and Materials Contract
  • 10.2.4. Contract and Procedure for an Agile Fixed-Price Contract
  • 10.2.5. Conclusions1: Agility: What Is That?
  • 1.1. The Agile Manifesto of 2001
  • 1.2. Agile Development Based on Scrum
  • 1.2.1. The Principles of Organization
  • 1.2.2. The Process Model
  • 1.2.3. Estimation in Scrum
  • 1.3. Agility from the Perspective of Procurement
  • 1.4. Agility from the Perspective of the Software Provider
  • 1.5. The 12 Principles of Agile Software Development
  • 1.6. Summary
  • 2. The Missing Piece of the Puzzle
  • 2.1. The Problems with Traditional Fixed-Price Contracts
  • 2.2. The Problems with Time and Materials Contracts
  • 2.3. Something New: The Agile Fixed-Price Contract
  • 2.4. Summary
  • 3. What Is an Agile Fixed-Price Contract?
  • 3.1. Existing Approaches
  • 3.2. The Agile Fixed-Price Contract
  • 3.2.1. How Is an Agile Fixed-Price Contract Set Up?
  • 3.3. Summary
  • 4. Sample of an Agile Fixed-Price Contract
  • 5. Tendering Based on an Agile Fixed-Price Contract
  • 5.1. Appropriate Tender Content for an Agile Fixed-Price Contract
  • 5.2. Requirements for Tendering and Selection
  • 5.2.1. Competition
  • 5.2.2. Comparability and Transparency
  • 5.3. Tendering Steps with a Focus on Agile Fixed Price
  • 5.3.1. Internal Goal Setting and Coordination
  • 5.3.2. Preparation for the Invitation to Tender
  • 5.3.3. Tender
  • 5.3.4. Awarding of the Tender
  • 5.3.5. Price Optimization Options
  • 5.3.6. Project and Contract Management
  • 5.3.7. Effort Inherent in the Tendering Process
  • 5.4. Summary
  • 6. Special Requirements for the Legal Framework of an Agile Fixed-Price Contract
  • 6.1. Adaptable system for scope
  • 6.2. Warranty and Damages
  • 6.3. Schedule and Milestones
  • 6.4. Path of Escalation
  • 6.5. Obligations
  • 6.6. Summary
  • 7. Guideline for the Negotiation of an Agile Fixed-Price Contract
  • 7.1. Objectives of the Client
  • 7.2. Objectives of the Contractor
  • 7.3. Objectives and Bonus Payouts of the People Involved
  • 7.4. Strategy for the Project and the Negotiation
  • 7.5. Tactics for the Negotiation
  • 7.6. Price Determination
  • 7.7. Conclusion of the Negotiation and Project Steering
  • 7.8. Conclusions
  • 8. Advantages and Disadvantages of Agile Fixed-Price Contracts
  • 8.1. Detailed Analysis of the Pros and Cons
  • 8.1.1. Budget Security
  • 8.1.2. Requirement Flexibility
  • 8.1.3. Detailed Requirements
  • 8.1.4. Negotiating Costs
  • 8.1.5. Estimate Security
  • 8.1.6. Quality Risk
  • 8.1.7. Price Elevation Tendency
  • 8.1.8. Probability of Winning a Project Tender
  • 8.1.9. Cost Risk
  • 8.1.10. Security to Deliver a Project as a Whole
  • 8.1.11. Acceptance Efforts
  • 8.1.12. Pricing Transparency
  • 8.1.13. Progress Transparency
  • 8.1.14. Permanent Regulation
  • 8.1.15. Securing the Investment
  • 8.2. Summary and Overview
  • 8.3. Conclusions
  • 9. Toolbox for Agile Fixed-Price Contracts
  • 9.1. Stimulating Interest Before the Negotiation
  • 9.2. Identifying Issues of the Other Party
  • 9.3. Establishing Common Language and Experiences
  • 9.4. Feature Shoot-out
  • 9.5. The Black Swan Scenario
  • 9.6. Workshop on Contract Setup
  • 9.7. Reports and Metrics
  • 9.7.1. KISS Backlog View
  • 9.7.2. Focus: There Is a Single Goal!
  • 10. Practical Examples
  • 10.1. Example 1: Software Integration in a Migration Project
  • 10.1.1. Initial Situation
  • 10.1.2. Contract and Procedure for Traditional Methodologies
  • 10.1.3. Contract and Procedure for Agile Methodologies
  • 10.1.4. Contract for Example 1
  • 10.2. Example 2: Creating a Software Product
  • 10.2.1. Initial Situation
  • 10.2.2. Contract and Procedure for a Traditional Fixed-Price Contract
  • 10.2.3. Contract and Procedure for a Time and Materials Contract
  • 10.2.4. Contract and Procedure for an Agile Fixed-Price Contract
  • 10.2.5. Conclusions.

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