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Performance-Based Project Management
Even the most experienced project managers aren’t immune to the more common and destructive reasons for project collapses. Poor time and budget performance, failure to deal with complexity, uncontrolled changes in scope . . . they can catch anyone off guard. Performance-Based Project Management can help radically improve your project’s success rate, despite these and other obstacles that will try to take it down. Readers will discover how they can increase the probability of project success, detailing a step-by-step plan for avoiding surprises, forecasting performance, identifying risk, and taking corrective action to keep a project a success. Project leaders wishing to stand out among t...
Risk Management
Project success is an elusive goal in every business or technical domain. Project failure usually results from unhandled risks to the technical, cost, and schedule aspects of the project. There are four primary root causes of project failure. Unrealistic performance expectation, with missing Measures of Effectiveness Unrealistic cost and schedule estimates based on inadequate risk adjusted growth models Inadequate assessment of risk and unmitigated exposure to these risks without proper handling strategies Unanticipated technical issues with alternative plans and solutions to maintain the effectiveness of the project processes and its deliverables Risk Management provides a comprehensive ove...
Performance-Based Project Management
Projects fail to meet goals for many reasons: poor time and budget performance, failure to deal with complexity, uncontrolled changes in scope ... Even the most experienced project managers can be caught off guard in the presence of these forces. Performance-Based Project Management shows readers how they can increase the probability of project success, detailing a straightforward plan for avoiding surprises, forecasting performance, identifying risk, and taking corrective action to keep a project a success. Based on the "Five Immutable Principles of Project Success," this book shows project leaders how to assess the business capabilities needed for a project; plan and schedule the work; det...
Extreme Programming and Agile Methods - XP/Agile Universe 2002
The second XP Universe and ?rst Agile Universe brought together many p- ple interested in building software in a new way. Held in Chicago, August 4–7, 2002 it attracted software experts, educators, and developers. Unlike most c- ferences the venue was very dynamic. Many activities were not even well de?ned in advance. All discussions were encouraged to be spontaneous. Even so, there were some written words available and you are holding all of them now. We have collected as much material as possible together into this small volume. It is just the tip of the iceberg of course. A reminder to us of what we learned, the people we met, and the ideas we expressed. The conference papers, including...
Flying Magazine
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Why Managers Can't Lead and Leaders Can't Manage
WHY MANAGERS CAN'T LEAD AND LEADERS CAN'T MANAGE is the book that addresses the perennial problem facing all executives in struggling to maximise their productivity, efficiency and effectiveness potentials, in their effort to become great managers as well as great leaders at the same time. The book offers the unique solution of LEADAGEMENT to this predicament in showing managers and leaders the way to a balanced executive development and superlative productive capacity achievement by overcoming the effects of executive dissonance which affects all executives globally. This unique book addresses such critical EXECUTIVE DEVELOPMENT issues as: Who is the Better Executive: The Manager or the Leader? Neither of them. The better Executive is the Leadager,a SUPEREXECUTIVE, who is a Master of the basics, the mechanics and the dynamics of both systems.
Project Health Assessment
Project managers, sponsors, team members, and involved stakeholders know when things aren’t going well. A frequent first indication is a missing or errant process. Project Health Assessment presents an innovative approach for assessing project processes through a set of ten critical success factors based on PMI’s PMBOK® Guide knowledge areas. The findings from such assessments can help project managers reduce project risk, improve stakeholder satisfaction, and increase the likelihood of project success, as demonstrated by 30+ assessments done over 15 years of putting this approach into practice. Project Health Assessment breaks down each PMBOK® Guide knowledge area into its process ste...
Agile Modeling
The first book to cover Agile Modeling, a new modeling technique created specifically for XP projects eXtreme Programming (XP) has created a buzz in the software development community-much like Design Patterns did several years ago. Although XP presents a methodology for faster software development, many developers find that XP does not allow for modeling time, which is critical to ensure that a project meets its proposed requirements. They have also found that standard modeling techniques that use the Unified Modeling Language (UML) often do not work with this methodology. In this innovative book, Software Development columnist Scott Ambler presents Agile Modeling (AM)-a technique that he c...
Managing Agile Projects
Annotation Are you being asked to manage a project with:- unclear requirements? - high levels of change? - a team using Extreme Programming or other Agile Methods? This book is for project managers who are interested in learning the secrets of successfully controlling and delivering agile projects. From learning how agile projects are different from traditional projects, to detailed guidance on a number of agile management techniques, this book includes contributions from some of the industry experts -- the visionaries who developed the agile methodologies in the first place. Contributors include:- Scott Ambler, developer of Agile Modeling - Alistair Cockburn, the developer of Crystal Methods - Larry Constantine, the visionary behind user-centred design and use cases- Ron Jeffries, co-creator of Extreme Programming - Linda Rising, the leading expert on the use of patterns in software design- and many others.
The Story of Managing Projects
Project management has been practiced for thousands of years, but only recently have organizations begun to apply systematic management tools and techniques to manage complex projects. Today's approaches to project management can be traced directly to methodologies designed by the U.S. military and Department of Defense in the years after World War II. Subsequent advances in management information systems have helped to codify project management practices; most recently, the Internet has dramatically enhanced the ability of individuals, teams, and organizations to manage projects across continents and cultures in real time. The Story of Managing Projects showcases cutting-edge research conducted around the world on emerging practices in project management. Covering an enormous spectrum of subjects and industries—from an upgrade of the Greek railway system to infrastructure reconstruction in Kuwait—the authors explore the full range of inter-personal, technical, and organizational dynamics of project management, contributing new insights to its theory and application.
