97 Things Every Project Manager Should Know

Name: 97 Things Every Project Manager Should Know | Collective Wisdom from the Experts
Brand: O'Reilly
Price: 19.49 EUR
Availability: OnlineOnly

Collective Wisdom from the Experts

Barbee Davis(Autor*in)

O'Reilly (Verlag)

1. Auflage

Erschienen am 13. August 2009

252 Seiten

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978-1-4493-7956-8 (ISBN)

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Beschreibung

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Inhalt

Intro
Tips by Topic
Preface
Get Users Involved As Early As Possible
Avoid Whack-a-Mole Development
A Word Can Make You Miss Your Deadline
Make Project Sponsors Write Their Own Requirements
Favor the Simple Over the Complex
Pay Your Debts
Add Talents, Not Skills, to Your Team
Keep It Simple, Simon
You Aren't Special
Scrolling Through Time
Save Money on Your Issues
How to Spot a Good IT Developer
Developer Productivity: Skilled Versus Average
Size Matters
Document Your Process, Then Make Sure It Is Followed
Go Ahead, Throw That Practice Out
Requirement Specifications: An Oxymoron
Success Is Always Measured in Business Value
Don't Skip Vacations for the Project
Provide Regular Time to Focus
Project Management Is Problem Management
Empowering Developers: A Man Named Tim
Clever Code Is Hard to Maintain
Managing Human Factors in IT Project Management
Use a Wiki
The Missing Link
Estimate, Estimate, Estimate
Developers Unite-PMOs Are Advancing
Value Results, Not Just Effort
Software Failure Is Organizational Failure
A Voice from the Other Side
Keep Your Perspective
How Do You Define "Finished"?
The 60/60 Rule
We Have Met the Enemy.and He Is Us
Work in Cycles
To Thine Own Self Be True
Meetings Don't Write Code
Chart a Course for Change
IT Program Management: Shared Vision
Planning for Reality
The Fallacy of Perfect Execution
Introduce a More Agile Communication System
Don't Worship a Methodology
Don't Throw Spreadsheets at People Issues
One Deliverable, One Person
The Fallacy of Perfect Knowledge
Build Teams to Run Marathons, Not Sprints
The Holy Trinity of Project Management
Roadmaps: What Have We Done for You Lately?
The Importance of the Project Scope Statement
Align Vision and Expected Outcome
Alice Doesn't Live Here Anymore
Avoiding Contract Disputes
You Get What You Measure
Don't Fall into the "Not Invented Here" Syndrome
Favor the Now Over the Soon
Speed Is Life
More Is Better
Building the Morale on Your Team
A Project Depends on Teamwork
Serve Your Team
The Fallacy of the Big Round Ball
Responding to a Crisis
Know Your Integration Points
Aggressively Promote Communication in Distributed Projects
Start with the End in Mind
Clear Terms, Long Friendship!
The Best Estimators: Those Who Do the Work
Communicating Is Key
A Project Is the Pursuit of a Solution
It's the People, Stupid
Documents Are a Means, Not an End
Can Earned Value and Velocity Coexist on Reports?
Scope Change Happens
Get Used to It
Buying Ready-Made Software
Project Sponsors-Good, Bad, and Ugly
Should You Under-Promise, or Over-Deliver?
Every Project Manager Is a Contract Administrator
Important, but Not Urgent
Teach the Process
The Fallacy of Status
What Do They Want to Hear, Anyway?
Recognize the Value of Team Morale
Engage Stakeholders All Through Project Life
The Value of Planning
Don't Always Be "The Messenger"
Effectively Manage the Deliverables
We Are Project Managers, Not Superheroes
Increase Communication: Hold Frequent, Instant Meetings
Flexibility Simplifies Project Management
The Web Points the Way, for Now
Developers Hate Status Reports, Managers Love Them
You Are Not in Control
Share the Vision
True Success Comes with a Supporting Organization
Establish Project Management Governance
9.7 Reasons I Hate Your Website
Contributors
Index

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