Books & Videos

Table of Contents

  1. Chapter 1 Get Users Involved As Early As Possible

  2. Chapter 2 Avoid Whack-a-Mole Development

  3. Chapter 3 A Word Can Make You Miss Your Deadline

  4. Chapter 4 Make Project Sponsors Write Their Own Requirements

  5. Chapter 5 Favor the Simple Over the Complex

  6. Chapter 6 Pay Your Debts

  7. Chapter 7 Add Talents, Not Skills, to Your Team

  8. Chapter 8 Keep It Simple, Simon

  9. Chapter 9 You Aren't Special

  10. Chapter 10 Scrolling Through Time

  11. Chapter 11 Save Money on Your Issues

  12. Chapter 12 How to Spot a Good IT Developer

  13. Chapter 13 Developer Productivity: Skilled Versus Average

  14. Chapter 14 Size Matters

  15. Chapter 15 Document Your Process, Then Make Sure It Is Followed

  16. Chapter 16 Go Ahead, Throw That Practice Out

  17. Chapter 17 Requirement Specifications: An Oxymoron

  18. Chapter 18 Success Is Always Measured in Business Value

  19. Chapter 19 Don't Skip Vacations for the Project

  20. Chapter 20 Provide Regular Time to Focus

  21. Chapter 21 Project Management Is Problem Management

  22. Chapter 22 Empowering Developers: A Man Named Tim

  23. Chapter 23 Clever Code Is Hard to Maintain

  24. Chapter 24 Managing Human Factors in IT Project Management

  25. Chapter 25 Use a Wiki

  26. Chapter 26 The Missing Link

  27. Chapter 27 Estimate, Estimate, Estimate

  28. Chapter 28 Developers Unite—PMOs Are Advancing

  29. Chapter 29 Value Results, Not Just Effort

  30. Chapter 30 Software Failure Is Organizational Failure

  31. Chapter 31 A Voice from the Other Side

  32. Chapter 32 Keep Your Perspective

  33. Chapter 33 How Do You Define "Finished"?

  34. Chapter 34 The 60/60 Rule

  35. Chapter 35 We Have Met the Enemy...and He Is Us

  36. Chapter 36 Work in Cycles

  37. Chapter 37 To Thine Own Self Be True

  38. Chapter 38 Meetings Don't Write Code

  39. Chapter 39 Chart a Course for Change

  40. Chapter 40 IT Program Management: Shared Vision

  41. Chapter 41 Planning for Reality

  42. Chapter 42 The Fallacy of Perfect Execution

  43. Chapter 43 Introduce a More Agile Communication System

  44. Chapter 44 Don't Worship a Methodology

  45. Chapter 45 Don't Throw Spreadsheets at People Issues

  46. Chapter 46 One Deliverable, One Person

  47. Chapter 47 The Fallacy of Perfect Knowledge

  48. Chapter 48 Build Teams to Run Marathons, Not Sprints

  49. Chapter 49 The Holy Trinity of Project Management

  50. Chapter 50 Roadmaps: What Have We Done for You Lately?

  51. Chapter 51 The Importance of the Project Scope Statement

  52. Chapter 52 Align Vision and Expected Outcome

  53. Chapter 53 Alice Doesn't Live Here Anymore

  54. Chapter 54 Avoiding Contract Disputes

  55. Chapter 55 You Get What You Measure

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

  57. Chapter 57 Favor the Now Over the Soon

  58. Chapter 58 Speed Is Life; More Is Better

  59. Chapter 59 Building the Morale on Your Team

  60. Chapter 60 A Project Depends on Teamwork

  61. Chapter 61 Serve Your Team

  62. Chapter 62 The Fallacy of the Big Round Ball

  63. Chapter 63 Responding to a Crisis

  64. Chapter 64 Know Your Integration Points

  65. Chapter 65 Aggressively Promote Communication in Distributed Projects

  66. Chapter 66 Start with the End in Mind

  67. Chapter 67 Clear Terms, Long Friendship!

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

  69. Chapter 69 Communicating Is Key

  70. Chapter 70 A Project Is the Pursuit of a Solution

  71. Chapter 71 It's the People, Stupid

  72. Chapter 72 Documents Are a Means, Not an End

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

  74. Chapter 74 Scope Change Happens; Get Used to It

  75. Chapter 75 Buying Ready-Made Software

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

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

  78. Chapter 78 Every Project Manager Is a Contract Administrator

  79. Chapter 79 Important, but Not Urgent

  80. Chapter 80 Teach the Process

  81. Chapter 81 The Fallacy of Status

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

  83. Chapter 83 Recognize the Value of Team Morale

  84. Chapter 84 Engage Stakeholders All Through Project Life

  85. Chapter 85 The Value of Planning

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

  87. Chapter 87 Effectively Manage the Deliverables

  88. Chapter 88 We Are Project Managers, Not Superheroes

  89. Chapter 89 Increase Communication: Hold Frequent, Instant Meetings

  90. Chapter 90 Flexibility Simplifies Project Management

  91. Chapter 91 The Web Points the Way, for Now

  92. Chapter 92 Developers Hate Status Reports, Managers Love Them

  93. Chapter 93 You Are Not in Control

  94. Chapter 94 Share the Vision

  95. Chapter 95 True Success Comes with a Supporting Organization

  96. Chapter 96 Establish Project Management Governance

  97. Chapter 97 9.7 Reasons I Hate Your Website

  1. Contributors

  2. Colophon