Hiroaki Kobayashi has trained 1500 mariners in ship handling over twenty years and he has systematized the methods of safe navigation into nine elemental techniques. Taking a rigorous and scientific look at good practice and attitudes, good seamanship can be viewed as a series of concrete technical functions, which can be in terms of competencies. By giving proper attention to human factors the conditions for maintaining system safety can be defined, and the interaction of human competencies and environmental conditions and their effects on system safety can be recognised. System safety in turn depends on good bridge team management, with particular emphasis on communication, cooperation and leadership – communication for the exchange of information, cooperation to smooth team activities, and leadership to ensure that each member of the team performs successfully.

Your vessel may be equipped with the most advanced technology and the most powerful engines, but the failure to apply the basic principles of bridge resource management can still prevent you from getting where you are going. Satellite systems, ARPA, electronic charts, AIS, sophisticated communication equipment and integrated navigational systems—all these advanced technologies provide valuable capabilities. But accidents still happen, and they usually involve human error. This simple fact has made Bridge Resource Management (BRM) training a requirement for watchkeepers worldwide. Bridge Resource Management for Small Ships: The Watchkeeper’s Manual for Limited-Tonnage Vessels is the first book to address the unique needs of operators of small ships (limited-tonnage vessels) including tugs, ferries, yachts, and other passenger-carrying vessels. Features: Case histories to illustrate important points A complete course in BRM, suited for studying on your own as well as a complement to your classwork Topics include: Introduction to BRM, Standard Operating Procedures, Passage Planning, Implementing the Passage Plan, Building a Passage Plan, Situational Awareness and Human Factors, including: Overreliance, Distraction, Stress, Fatigue, Complacency, and Transition; and Human Interactions, including Communications, Teams and Teamwork, Decision Making and Leadership, and Human Error

When software development teams move to agile methods, experienced project managers often struggle—doubtful about the new approach and uncertain about their new roles and responsibilities. In this book, two long-time certified Project Management Professionals (PMPRs) and Scrum trainers have built a bridge to this dynamic new paradigm. They show experienced project managers how to successfully transition to agile by refocusing on facilitation and collaboration, not “command and control.” The authors begin by explaining how agile works: how it differs from traditional “plan-driven” methodologies, the benefits it promises, and the real-world results it delivers. Next, they systematically map the Project Management Institute’s classic, methodology-independent techniques and terminology to agile practices. They cover both process and project lifecycles and carefully address vital issues ranging from scope and time to cost management and stakeholder communication. Finally, drawing on their own extensive personal experience, they put a human face on your personal transition to agile--covering the emotional challenges, personal values, and key leadership traits you’ll need to succeed. Coverage includes Relating the PMBOKR Guide ideals to agile practices: similarities, overlaps, and differences Understanding the role and value of agile techniques such as iteration/release planning and retrospectives Using agile techniques to systematically and continually reduce risk Implementing quality assurance (QA) where it belongs: in analysis, design, defect prevention, and continuous improvement Learning to trust your teams and listen for their discoveries Procuring, purchasing, and contracting for software in agile, collaborative environments Avoiding the common mistakes software teams make in transitioning to agile Coordinating with project management offices and non-agile teams “Selling” agile within your teams and throughout your organization For every project manager who wants to become more agile. Part I An Agile Overview 7 Chapter 1 What is "Agile"? 9 Chapter 2 Mapping from the PMBOKR Guide to Agile 25 Chapter 3 The Agile Project Lifecycle in Detail 37 Part II The Bridge: Relating PMBOKR Guide Practices to Agile Practices 49 Chapter 4 Integration Management 51 Chapter 5 Scope Management 67 Chapter 6 Time Management 83 Chapter 7 Cost Management 111 Chapter 8 Quality Management 129 Chapter 9 Human Resources Management 143 Chapter 10 Communications Management 159 Chapter 11 Risk Management 177 Chapter 12 Procurement Management 197 Part III Crossing the Bridge to Agile 215 Chapter 13 How Will My Responsibilities Change? 217 Chapter 14 How Will I Work with Other Teams Who Aren't Agile? 233 Chapter 15 How Can a Project Management Office Support Agile? 249 Chapter 16 Selling the Benefits of Agile 265 Chapter 17 Common Mistakes 285 Appendix A Agile Methodologies 295 Appendix B Agile Artifacts 301 Glossary 321 Bibliography 327 Index 333

Hiroaki Kobayashi has trained 1500 mariners in ship handling over twenty years and he has systematized the methods of safe navigation into nine elemental techniques. Taking a rigorous and scientific look at good practice and attitudes, good seamanship can be viewed as a series of concrete technical functions, which can be in terms of competencies. By giving proper attention to human factors the conditions for maintaining system safety can be defined, and the interaction of human competencies and environmental conditions and their effects on system safety can be recognised. System safety in turn depends on good bridge team management, with particular emphasis on communication, cooperation and leadership – communication for the exchange of information, cooperation to smooth team activities, and leadership to ensure that each member of the team performs successfully.