97 Things Every Project Manager Should Know: Collective Wisdom from the Experts [NOOK Book]

Overview

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 ...

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97 Things Every Project Manager Should Know: Collective Wisdom from the Experts

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Overview

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
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Product Details

  • ISBN-13: 9781449379568
  • Publisher: O'Reilly Media, Incorporated
  • Publication date: 8/13/2009
  • Sold by: Barnes & Noble
  • Format: eBook
  • Edition number: 1
  • Pages: 252
  • File size: 4 MB

Meet the Author

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.

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Table of Contents

Preface

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?

Chapter 51: The Importance of the Project Scope Statement

Chapter 52: Align Vision and Expected Outcome

Chapter 53: Alice Doesn't Live Here Anymore

Chapter 54: Avoiding Contract Disputes

Chapter 55: You Get What You Measure

Chapter 56: Don't Fall into the "Not Invented Here" Syndrome

Chapter 57: Favor the Now Over the Soon

Chapter 58: Speed Is Life; More Is Better

Chapter 59: Building the Morale on Your Team

Chapter 60: A Project Depends on Teamwork

Chapter 61: Serve Your Team

Chapter 62: The Fallacy of the Big Round Ball

Chapter 63: Responding to a Crisis

Chapter 64: Know Your Integration Points

Chapter 65: Aggressively Promote Communication in Distributed Projects

Chapter 66: Start with the End in Mind

Chapter 67: Clear Terms, Long Friendship!

Chapter 68: The Best Estimators: Those Who Do the Work

Chapter 69: Communicating Is Key

Chapter 70: A Project Is the Pursuit of a Solution

Chapter 71: It's the People, Stupid

Chapter 72: Documents Are a Means, Not an End

Chapter 73: Can Earned Value and Velocity Coexist on Reports?

Chapter 74: Scope Change Happens; Get Used to It

Chapter 75: Buying Ready-Made Software

Chapter 76: Project Sponsors—Good, Bad, and Ugly

Chapter 77: Should You Under-Promise, or Over-Deliver?

Chapter 78: Every Project Manager Is a Contract Administrator

Chapter 79: Important, but Not Urgent

Chapter 80: Teach the Process

Chapter 81: The Fallacy of Status

Chapter 82: What Do They Want to Hear, Anyway?

Chapter 83: Recognize the Value of Team Morale

Chapter 84: Engage Stakeholders All Through Project Life

Chapter 85: The Value of Planning

Chapter 86: Don't Always Be "The Messenger"

Chapter 87: Effectively Manage the Deliverables

Chapter 88: We Are Project Managers, Not Superheroes

Chapter 89: Increase Communication: Hold Frequent, Instant Meetings

Chapter 90: Flexibility Simplifies Project Management

Chapter 91: The Web Points the Way, for Now

Chapter 92: Developers Hate Status Reports, Managers Love Them

Chapter 93: You Are Not in Control

Chapter 94: Share the Vision

Chapter 95: True Success Comes with a Supporting Organization

Chapter 96: Establish Project Management Governance

Chapter 97: 9.7 Reasons I Hate Your Website

Contributors

Colophon

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