97 Things Every Project Manager Should Know
Collective Wisdom from the Experts
Edited By Barbee Davis
# Publisher: O'Reilly Media, Inc. Book Website
# Publication Date: August 14, 2009
# Language: English
# Print ISBN: 978-0-596-80416-9
# Print ISBN 10: 0-596-80416-4
# Ebook ISBN: 978-0-596-80527-2
# Ebook ISBN 10: 0-596-80527-6
# Format: Acrobat True (pdf) eBook, [Typeset, Bookmarked, Search-able Text with links]
# Size: 2.45 MB (2,575,829 bytes), 256 Pages
Book Description
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
Table of Contents
1 Get Users Involved As Early As Possible
2 Avoid Whack-a-Mole Development
3 A Word Can Make You Miss Your Deadline
4 Make Project Sponsors Write Their Own Requirements
5 Favor the Simple Over the Complex
6 Pay Your Debts
7 Add Talents, Not Skills, to Your Team
8 Keep It Simple, Simon
9 You Aren't Special
10 Scrolling Through Time
11 Save Money on Your Issues
12 How to Spot a Good IT Developer
13 Developer Productivity: Skilled Versus Average
14 Size Matters
15 Document Your Process, Then Make Sure It Is Followed
16 Go Ahead, Throw That Practice Out
17 Requirement Specifications: An Oxymoron
18 Success Is Always Measured in Business Value
19 Don't Skip Vacations for the Project
20 Provide Regular Time to Focus
21 Project Management Is Problem Management
22 Empowering Developers: A Man Named Tim
23 Clever Code Is Hard to Maintain
24 Managing Human Factors in IT Project Management
25 Use a Wiki
26 The Missing Link
27 Estimate, Estimate, Estimate
28 Developers Unite—PMOs Are Advancing
29 Value Results, Not Just Effort
30 Software Failure Is Organizational Failure
31 A Voice from the Other Side
32 Keep Your Perspective
33 How Do You Define Finished?
34 The 60/60 Rule
35 We Have Met the Enemy...and He Is Us
36 Work in Cycles
37 To Thine Own Self Be True
38 Meetings Don't Write Code
39 Chart a Course for Change
40 IT Program Management: Shared Vision
41 Planning for Reality
42 The Fallacy of Perfect Execution
43 Introduce a More Agile Communication System
44 Don't Worship a Methodology
45 Don't Throw Spreadsheets at People Issues
46 One Deliverable, One Person
47 The Fallacy of Perfect Knowledge
48 Build Teams to Run Marathons, Not Sprints
49 The Holy Trinity of Project Management
50 Roadmaps: What Have We Done for You Lately?
51 The Importance of the Project Scope Statement
52 Align Vision and Expected Outcome
53 Alice Doesn't Live Here Anymore
54 Avoiding Contract Disputes
55 You Get What You Measure
56 Dont Fall into the Not Invented Here Syndrome
57 Favor the Now Over the Soon
58 Speed Is Life; More Is Better
59 Building the Morale on Your Team
60 A Project Depends on Teamwork
61 Serve Your Team
62 The Fallacy of the Big Round Ball
63 Responding to a Crisis
64 Know Your Integration Points
65 Aggressively Promote Communication in Distributed Projects
66 Start with the End in Mind
67 Clear Terms, Long Friendship!
68 The Best Estimators: Those Who Do the Work
69 Communicating Is Key
70 A Project Is the Pursuit of a Solution
71 It's the People, Stupid
72 Documents Are a Means, Not an End
73 Can Earned Value and Velocity Coexist on Reports?
74 Scope Change Happens; Get Used to It
75 Buying Ready-Made Software
76 Project Sponsors—Good, Bad, and Ugly
77 Should You Under-Promise, or Over-Deliver?
78 Every Project Manager Is a Contract Administrator
79 Important, but Not Urgent
80 Teach the Process
81 The Fallacy of Status
82 What Do They Want to Hear, Anyway?
83 Recognize the Value of Team Morale
84 Engage Stakeholders All Through Project Life
85 The Value of Planning
86 Dont Always Be The Messenger
87 Effectively Manage the Deliverables
88 We Are Project Managers, Not Superheroes
89 Increase Communication: Hold Frequent, Instant Meetings
90 Flexibility Simplifies Project Management
91 The Web Points the Way, for Now
92 Developers Hate Status Reports, Managers Love Them
93 You Are Not in Control
94 Share the Vision
95 True Success Comes with a Supporting Organization
96 Establish Project Management Governance
97 9.7 Reasons I Hate Your Website
Contributors
Colophon
About the Editor
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 ******oft Project.
Barbee is an experienced presenter, and is available for speaking engagements.Code:Code:
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