by Jim Highsmith (978-0321219770)
Agile Project Management (APM) was recommended to me by Allan Kelly, when I wanted to lean more about it and try and get a few pennies to drop. Allan's more than a little bit of an expert on project management and Agile in particular, so I take his recommendations seriously.
It's a good book. I know I say this about a lot of books, but it's probably more verbose than it needs to be. The first two or three chapters are a general discussion about project management and how APM differs and has more to offer.
Chapter 4 to Chapter 8 is a discussion on the principals and practices of APM. This is where the really interesting and informative material is. Given what I've heard about Agile, I was surprised by the fact that being an Agile project manager is a full time job and there is a fair amount of documentation, even if it is mostly to keep external stakeholders happy. What's important is to get the right amount of documentation and that is also made clear in the book. APM also encourages some upfront planning, but again just enough, so that the team has a clear vision of where the project is going. However, even these chapters I felt were verbose.
I feel I understand APM far more than I did before, but that there's still a lot to learn, that is mostly likely to come by doing. Although APM is meant to handle change, it still seems that change has to be controlled within an iteration. I still feel there's something I'm missing there.