If the projects you manage don't go as smoothly as you'd like, 97 Things Every Project Manager Should Know offers knowledge that's priceless, gained through years of trial and error. This illuminating book contains 97 short and extremely practical tips -- whether you're dealing with software or non-IT projects -- from some of the world's most experienced project managers and software developers. You'll learn how these professionals have dealt with everything from managing teams to handling project stakeholders to runaway meetings and more. While this book highlights software projects, its wise…mehr
If the projects you manage don't go as smoothly as you'd like, 97 Things Every Project Manager Should Know offers knowledge that's priceless, gained through years of trial and error. This illuminating book contains 97 short and extremely practical tips -- whether you're dealing with software or non-IT projects -- from some of the world's most experienced project managers and software developers. You'll learn how these professionals have dealt with everything from managing teams to handling project stakeholders to runaway meetings and more. While this book highlights software projects, its wise axioms contain project management principles applicable to projects of all types in any industry. You can read the book end to end or browse to find topics that are of particular relevance to you. 97 Things Every Project Manager Should Know is both a useful reference and a source of inspiration. Among the 97 practical tips: * "Clever Code Is Hard to Maintain...and Maintenance Is Everything" -- David Wood, Partner, Zepheira * "Every Project Manager Is a Contract Administrator" -- Fabio Teixeira de Melo, Planning Manager, Construtora Norberto Odebrecht * "Can Earned Value and Velocity Coexist on Reports?" -- Barbee Davis, President, Davis Consulting * "How Do You Define 'Finished'"? -- Brian Sam-Bodden, author, software architect * "The Best People to Create the Estimates Are the Ones Who Do the Work" -- Joe Zenevitch, Senior Project Manager, ThoughtWorks * "How to Spot a Good IT Developer" -- James Graham, independent management consultant * "One Deliverable, One Person" -- Alan Greenblatt, CEO, Sciova
Barbee Davis, PMP, PHR, writes a semi-monthly feature for the Project Management Institute (PMI) international publication, Community Post, in which she guides project managers to more successful projects. She is also an international reviewer for the PMI Registered Educational Provider (R.E.P.) program. Experienced in training and consulting, Barbee has written and facilitated technical training for IBM Corporation and other large customers. She has designed and implemented projects in varied industries, and managed large project rollouts for many national corporations. As co-owner of ExecuTrain of Nebraska, Barbee provided technical training for solution developers and systems engineers, as well as offering end-user training on all platforms. She came to ExecuTrain from Wilson Learning, where she was an accredited facilitator for their Management Development, Sales, Customer Service, Time Management workshops, and automated personnel selection tools. Currently, Barbee owns Davis Consulting, formed to provide Training and Development workshops, customized training materials, and Project Management consulting services. She has been on staff with the University of Nebraska at Omaha, Nebraska Wesleyan, and Bellevue University and is proficient in online learning instructional design, having both written for and taught on Blackboard for universities and corporate clients. Ms. Davis holds a degree in Education, a Master's, a Project Management Professional (PMP) certification, a Professional in Human Resources (PHR) accreditation, and a black belt in Microsoft Project.
Inhaltsangabe
From the contents: Chapter 1 Get Users Involved As Early As Possible Chapter 2 Avoid Whack-a-Mole Development Chapter 3 A Word Can Make You Miss Your Deadline Chapter 4 Make Project Sponsors Write Their Own Requirements Chapter 5 Favor the Simple Over the Complex Chapter 6 Pay Your Debts Chapter 7 Add Talents, Not Skills, to Your Team Chapter 8 Keep It Simple, Simon Chapter 9 You Aren't Special Chapter 10 Scrolling Through Time Chapter 11 Save Money on Your Issues Chapter 12 How to Spot a Good IT Developer Chapter 13 Developer Productivity: Skilled Versus Average Chapter 14 Size Matters Chapter 15 Document Your Process, Then Make Sure It Is Followed Chapter 16 Go Ahead, Throw That Practice Out Chapter 17 Requirement Specifications: An Oxymoron Chapter 18 Success Is Always Measured in Business Value Chapter 19 Don't Skip Vacations for the Project Chapter 20 Provide Regular Time to Focus Chapter 21 Project Management Is Problem Management Chapter 22 Empowering Developers: A Man Named Tim Chapter 23 Clever Code Is Hard to Maintain Chapter 24 Managing Human Factors in IT Project Management Chapter 25 Use a Wiki Chapter 26 The Missing Link Chapter 27 Estimate, Estimate, Estimate Chapter 28 Developers Unite PMOs Are Advancing Chapter 29 Value Results, Not Just Effort Chapter 30 Software Failure Is Organizational Failure Chapter 31 A Voice from the Other Side Chapter 32 Keep Your Perspective Chapter 33 How Do You Define "Finished"? Chapter 34 The 60/60 Rule Chapter 35 We Have Met the Enemy...and He Is Us Chapter 36 Work in Cycles Chapter 37 To Thine Own Self Be True Chapter 38 Meetings Don't Write Code Chapter 39 Chart a Course for Change Chapter 40 IT Program Management: Shared Vision Chapter 41 Planning for Reality Chapter 42 The Fallacy of Perfect Execution Chapter 43 Introduce a More Agile Communication System Chapter 44 Don't Worship a Methodology Chapter 45 Don't Throw Spreadsheets at People Issues Chapter 46 One Deliverable, One Person Chapter 47 The Fallacy of Perfect Knowledge Chapter 48 Build Teams to Run Marathons, Not Sprints Chapter 49 The Holy Trinity of Project Management Chapter 50 Roadmaps: What Have We Done for You Lately
From the contents: Chapter 1 Get Users Involved As Early As Possible Chapter 2 Avoid Whack-a-Mole Development Chapter 3 A Word Can Make You Miss Your Deadline Chapter 4 Make Project Sponsors Write Their Own Requirements Chapter 5 Favor the Simple Over the Complex Chapter 6 Pay Your Debts Chapter 7 Add Talents, Not Skills, to Your Team Chapter 8 Keep It Simple, Simon Chapter 9 You Aren't Special Chapter 10 Scrolling Through Time Chapter 11 Save Money on Your Issues Chapter 12 How to Spot a Good IT Developer Chapter 13 Developer Productivity: Skilled Versus Average Chapter 14 Size Matters Chapter 15 Document Your Process, Then Make Sure It Is Followed Chapter 16 Go Ahead, Throw That Practice Out Chapter 17 Requirement Specifications: An Oxymoron Chapter 18 Success Is Always Measured in Business Value Chapter 19 Don't Skip Vacations for the Project Chapter 20 Provide Regular Time to Focus Chapter 21 Project Management Is Problem Management Chapter 22 Empowering Developers: A Man Named Tim Chapter 23 Clever Code Is Hard to Maintain Chapter 24 Managing Human Factors in IT Project Management Chapter 25 Use a Wiki Chapter 26 The Missing Link Chapter 27 Estimate, Estimate, Estimate Chapter 28 Developers Unite PMOs Are Advancing Chapter 29 Value Results, Not Just Effort Chapter 30 Software Failure Is Organizational Failure Chapter 31 A Voice from the Other Side Chapter 32 Keep Your Perspective Chapter 33 How Do You Define "Finished"? Chapter 34 The 60/60 Rule Chapter 35 We Have Met the Enemy...and He Is Us Chapter 36 Work in Cycles Chapter 37 To Thine Own Self Be True Chapter 38 Meetings Don't Write Code Chapter 39 Chart a Course for Change Chapter 40 IT Program Management: Shared Vision Chapter 41 Planning for Reality Chapter 42 The Fallacy of Perfect Execution Chapter 43 Introduce a More Agile Communication System Chapter 44 Don't Worship a Methodology Chapter 45 Don't Throw Spreadsheets at People Issues Chapter 46 One Deliverable, One Person Chapter 47 The Fallacy of Perfect Knowledge Chapter 48 Build Teams to Run Marathons, Not Sprints Chapter 49 The Holy Trinity of Project Management Chapter 50 Roadmaps: What Have We Done for You Lately
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