Project management Books
Pearson Education (US) The Professional Agile Leader
Book SynopsisRon Eringa is a Leadership Developer. His mission is to create organizations where people love to work and where real customer value is created. In the last 20 years he has built expertise on how to lead IT organizations that use Agile and Scrum. After an initial education in electrical engineering and software engineering he ended up in different leadership roles. In these roles he discovered the leadership capabilities that are essential to create autonomous teams with a high level of maturity and creativity. He believes that autonomous teams are the fundament of a modern organization that thrives in this complex and ever-changing world. Kurt Bittner has been delivering working products in short, feedback-driven cycles for nearly 40 years, and has helped many organizations do the same. He is particularly interested in helping people form strong, self-organizing, high-performance teams that deliver solutions that customers love, and helping organizations use emTable of ContentsForeword xi Preface xv Introduction xvii Acknowledgments xxv About the Authors xxvii Chapter 1: An Organization at a Crossroads 1 Complex Challenges Create Urgency for Agility 2 Reducing Dependencies Makes Change Possible 4 Organizational Change Requires Protective, Progressive Dictatorship 10 Two Paths, One Goal 12 Reflections on the Journey 15 Chapter 2: Forming Teams and Discovering Purpose 17 Changing the Organization, One Team at a Time 18 Finding the Right People 22 Empowering Teams 26 Placing the Customer at the Center of the Change 29 Reflections on the Journey 35 Chapter 3: Shifting from Output to Impact 37 "What Gets Measured Gets Done" 38 Reflections on the Journey 53 Chapter 4: Learning to Let Go 55 Empowerment Doesn't Come for Free 56 Agile Leaders Help Teams to Grow Their Ability to Reach Audacious Goals 60 Letting Go in Small Steps 65 Slow Decision-Making Kills Team Self-Management 69 Reflections on the Journey 73 Chapter 5: The Predictable Existential Crisis 75 New Ways of Working Threaten the Old System 76 Reflections on the Journey 97 Chapter 6: Leaders, Everywhere 99 Nurturing and Growing an Agile Organization 100 Reward Building Teams and Leadership, Not Silos 114 Promotional Rewards Lock in Organizational Structures 117 Performance Reviews Don't Go Away, but They Do Change Dramatically 118 Reflections on the Journey 122 Chapter 7: Aligning the Organization 123 Evolving the Operating Model 124 Scale Agility by Removing Dependencies 131 Consolidating Support and Eliminating Opposition 132 Realign Compensation Plans 140 Realign Career Paths 141 Embrace Catalytic Leadership 142 Replace Status Meetings with Transparency 143 Be Realistic About How Long the Transition Will Take, and What It Means 146 Reflections on the Journey 147 Chapter 8: Aligning the Culture 149 What Makes Changing Culture Hard 150 Agile Leaders Must First Find Their Own Way 152 Build Bridges to the New Culture 153 Anticipate and Overcome Setbacks 159 Use "Self-Sustenance" as a Measure of Success 162 Agile Journeys Never Really End 165 Reflections on the Journey 168 Appendix A: Patterns and Anti-Patterns for Effective Leadership 169 Appendix B: Doreen's Sketchnotes 171 Index
£23.39
Project Management Institute A guide to the Project Management Body of
Book SynopsisA Guide to the Project Management Body of Knowledge (PMBOK Guide ) - PMI's flagship publication has been updated to reflect the latest good practices in project management. New to the sixth edition, each knowledge area will contain a section entitled Approaches for Agile, Iterative and Adaptive Environments, describing how these practices integrate in project settings. It will also contain more emphasis on strategic and business knowledge, including discussion of project management business documents and information on the PMI Talent Triangle and the essential skills for success in today's market.
£67.46
HarperCollins Publishers Grip
Book Synopsis‘If you feel like a hostage of your to-do list, and struggle to find time for what matters most, this book will be a big help.’DANIEL H. PINK,#1 New York Times bestselling author of When and DriveTrade Review‘Rick Pastoor has offered a smart and useful primer for getting more and better work done. If you feel like a hostage of your to-do list, and struggle to find time for what matters most, this book will be a big help.’Daniel H. Pink,#1 New York Times bestselling author of When and Drive ‘If you’ve ever felt overwhelmed by your day, week or even year, GRIP is the book for you. Each page is packed with immediately actionable insights and smart frameworks to put you in the driver’s seat of your life. From step-by-step examples of how to wrangle your calendar and reduce the amount of back-and-forth emails, to getting more out of your year and balancing internal and external expectations, this is a read I’ll be coming back to and recommending often.’Julie Zhuo, former VP Design at Facebook and author of The Making of a Manager
£12.74
Project Management Institute Process Groups: A Practice Guide
Book SynopsisNeed help on how to get work done using traditional project management practices? Then, Process Groups: A Practice Guide is the right supplemental guide for you. This important companion to, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), offers useful and practical guidance for a predictive or waterfall approach to project management practices. This practice guide influences your way of working, ensuring you are equipped with the information you need to succeed in this changing profession.What’s in the guide? You’ll find a process-based project management approach for guiding your projects, aligning methodologies, and evaluating project management capabilities. This guide uses a popular Process Groups model that will help you with: ·Initiating ·Planning ·Executing ·Monitoring and Controlling ·Closing In addition, you will learn about 49 processes within these five process groups along with inputs, tools and techniques, and outputs associated with those processes. This practice guide shows the processes considered good practices on most projects, most of the time.
£45.00
BenBella Books Project Management for the Unofficial Project
Book SynopsisIn today's workplace, employees are routinely expected to coordinate and manage projects. Yet, chances are, you aren't formally trained in managing projects - you're an unofficial project manager. FranklinCovey experts Kory Kogon, Suzette Blakemore, and James Wood understand the importance of leadership in project completion and explain that people are crucial in the formula for success. This updated and revised edition of Project Management for the Unofficial Project Manager offers practical, real-world insights for effective project management and guides you through the essentials of the people and project management process: Initiate, Plan, Execute, Monitor/Control, Close Unofficial project managers in any arena will benefit from the accessible, engaging real-life anecdotes, memorable “Project Management Proverbs,' and quick reviews at the end of each chapter. If you're struggling to keep your projects organised, this book is for you. If you manage projects without the benefit of a team, this book is also for you. Change the way you think about project management - 'project manager' may not be your official title or necessarily your dream job, but with the right strategies, you can excel.
£14.39
Pearson Education (US) Professional Product Owner The
Book Synopsis Don McGreal, in his role as VP of Learning Solutions at Improving (improving.com), is a hands-on agile consultant and instructor. He specializes in agile coaching at the enterprise and product management levels within larger organizations. Don is a Scrum.org Professional Scrum Trainer who has authored and taught classes for thousands of software professionals around the globe. He is also co-founder of TastyCupcakes.org, a comprehensive collection of games and exercises for accelerating the adoption of agile principles. Don is a course steward for the Scrum.org PTable of Contents About the Author Part I: Strategy Chapter 1: Agile Product Management Chapter 2: Vision Chapter 3: Value Chapter 4: Validation Part II: Scrum Chapter 5: Empiricism Chapter 6: Scrum Part III: Tactics Chapter 7: Product Backlog Management Chapter 8: Release Management Chapter 9: The Successful Product Owner Index
£26.09
The Pragmatic Programmers Become an Effective Software Engineering Manager:
Book SynopsisSoftware startups make global headlines every day. As technology companies succeed and grow, so do their engineering departments. In your career, you'll may suddenly get the opportunity to lead teams: to become a manager. But this is often uncharted territory. How can you decide whether this career move is right for you? And if you do, what do you need to learn to succeed? Where do you start? How do you know that you're doing it right? What does "it" even mean? And isn't management a dirty word? This book will share the secrets you need to know to manage engineers successfully. Going from engineer to manager doesn't have to be intimidating. Engineers can be managers, and fantastic ones at that. Cast aside the rhetoric and focus on practical, hands-on techniques and tools. You'll become an effective and supportive team leader that your staff will look up to. Start with your transition to being a manager and see how that compares to being an engineer. Learn how to better organize information, feel productive, and delegate, but not micromanage. Discover how to manage your own boss, hire and fire, do performance and salary reviews, and build a great team. You'll also learn the psychology: how to ship while keeping staff happy, coach and mentor, deal with deadline pressure, handle sensitive information, and navigate workplace politics. Consider your whole department. How can you work with other teams to ensure best practice? How do you help form guilds and committees and communicate effectively? How can you create career tracks for individual contributors and managers? How can you support flexible and remote working? How can you improve diversity in the industry through your own actions? This book will show you how. Great managers can make the world a better place. Join us.
£35.14
Pearson Education (US) Practical Product Management for Product Owners
Book SynopsisChris Lukassen has been active in product management for 20+ years, and co-created Scrum.org's Professional Scrum Product Owner - Advanced course. He currently trains product managers in Scrum, leadership, user experience, and metrics. Robbin Schuurman is a product leader, consultant, Professional Scrum Trainer, and leader of Xebia's Product Management Academy. He supports organizations in digital, agile, and product transformations; and helps product owners grow customer impact, improve agility, and shorten time-to-learn. Lukassen and Schuurman co-founded The Value Maximizers.Table of ContentsForeword by Dave West xvii Introduction xxi Part I. The Stances of the Product Owner 1 Chapter 1. Agile Product Management 3 Is It Product Owner or Product Manager? 3 What Is Product Management? 4 Working in a Product-Led, Sales-Led, or Marketing-Led Organization 6 What Is a Product Owner? 7 Different Types of Product Owners 9 Chapter 2. Introducing the Product Owner Stances 3 The Misunderstood Stances of a Product Owner 17 The Preferred Stances of a Product Owner 27 Part I Summary 35 Part II. The Customer Representative 37 Chapter 3. How to Identify and Define Product 39 Introducing the Customer Representative 39 What Is a Product? 43 Chapter 4. Building Customer Empathy 49 Talking to Customers 49 Observing Customers 49 Effectively Dealing with Biases When Collaborating with Customers 51 Chapter 5. Capture Your Customer Insights Via Personas 55 User Personas 55 Creating Personas 56 Chapter 6. Identifying and Expressing Customer Value 61 The Functional Elements of Value 63 Emotional Elements of Value 64 Life-Changing Elements of Value 64 Social-Impact Element of Value 65 Chapter 7. Connecting Product Features to Outcomes and Impacts 67 Connecting Goals, Impacts, Outcomes, and Features 68 Part II Summary 73 Part III. The Visionary 77 Chapter 8. Creating and Communicating Product Vision 79 Introducing: The Visionary 79 Connecting the Product Vision to the Company Mission, Vision, and Values 83 A Product Vision Aligned with the Company Mission and Vision 87 Elements of an Inspiring Product Vision 90 Chapter 9. Communicating the Product Vision Effectively 93 The 3x3 Storytelling Framework 95 The Power of Reasoning 99 Make It SEXI 100 Chapter 10. Crafting Product Goals That Align Stakeholders and Teams 103 What Is a Product Goal? 104 Characteristics of Great Product Goals 106 How to Create Product Goals 108 Inspect and Adapt Product Goals 109 Having Multiple Product Goals: Is That an Option? 110 Chapter 11. Creating the Right Product Roadmap for Your Audience 113 Introduction to Product Roadmaps 113 Types of Product Roadmaps 117 Roadmap 1: The Goal-Oriented Roadmap 118 Roadmap 2: The Now-Next-Later Roadmap 120 Roadmap 3: The User Story Map 122 Roadmap 4: The Visual Roadmap 124 Roadmap 5: The Gantt Chart Roadmap 126 Eleven Tips for Roadmap Creation 128 Chapter 12. Identification of Company Value and Impact 131 Understanding Company Value and Impact 131 Expressing Company Impact 137 Key Value Area 1: Current Value 139 Key Value Area 2: Unrealized Value 141 Key Value Area 3: Time to Market 145 Key Value Area 4: Ability to Innovate 147 Chapter 13. Maximizing Value through Effective Pricing Strategies and Tactics 151 Introduction to Product Pricing 151 The Product Pricing Process 153 Part III Summary 165 Part IV. The Experimenter 169 Chapter 14. Driving Inside-Out Product Innovation 171 Introducing: The Experimenter 171 Inside-Out Innovation Sources 175 Chapter 15. Driving Outside-In Product Innovation 183 Outside-In Innovation Sources 183 Market Segmentation 184 Chapter 16. Thinking Differently: Driving Business Model Innovation 189 Market Analysis and Trends 189 Getting Inspiration from Other Companies 191 The Impact on Your Business 196 The Return of the Business Model Canvas 197 Chapter 17. Selecting Product Experiments to Run 199 The Truth Curve: Select the Right Experiments and Tests 199 Experimentation Techniques Explained 203 Chapter 18. How to Design and Evaluate Experiments and Tests 215 Defining Hypothesis 216 Capture Learnings 218 Chapter 19. Approaches for Scaling Successful Products and Teams 221 Scaling Approaches for People and Teams 221 Typical Antipattern for Scaling People and Teams 224 A Better Approach for Scaling People and Teams 227 Approaches to Scaling the Product or Service 229 Focus on the Product First, Then on People and Teams 230 Eight Effective Strategies for Scaling a Product 232 How Product Owners Contribute to Product Scaling 235 Part IV Summary 237 Part V. The Decision Maker 241 Chapter 20. Improving Accountability, Maturity, and Authority 243 Introducing: The Decision Maker 243 Chapter 21. Evaluating Your Product Decisions 255 Product Management: A Game of Poker or Chess? 255 Evaluating Decisions in an Honest and Transparent Way 258 Chapter 22. Make Better Decisions: Thinking in Bets 259 The Buddy System or Decision Pod 260 Accepting Uncertainty in Decision Making 261 Chapter 23. Navigating Product, Process, and Team Dilemmas and Decisions 263 Making Choices 263 Navigating Dilemmas 265 Chapter 24. Improving the Speed and Quality of Decisions 269 The Cost of Delaying Decisions 269 Fast Decisions Are More Successful than Slow Decisions 270 Special Snowflake Syndrome 273 Why You Should Probably Make Decisions Fast(er) 274 How to Speed Up Your Decision Making 274 Empowered Product Owners 275 Part V Summary 277 Part VI. The Collaborator 281 Chapter 25. How Agile Governance Affects Product Owners 283 Introduction to the Collaborator 283 Introducing Agile Governance 287 Organizational Governance Entails Many Elements 291 Effectively Dealing with Governance 295 Chapter 26. Product Budgeting Done in an Agile Way 297 Three Horizons 298 Budgeting Is Like Product Backlog Management 300 A Strategy and Market Perspective on Budgeting 304 Chapter 27. Creating Contracts That Enable Great Product Ownership and Teamwork 309 What Is a Contract? 310 Who Takes the Risk? 313 Two-Stage Contracts 314 Joe's Bucket 316 Money for Nothing 317 Change for Free 318 Elements of an Agile Contract 319 Part VI Summary 323 Part VII. The Influencer 327 Chapter 28. Stakeholder Management in Complex Environments 329 Introducing: The Influencer 329 Definition of Stakeholder 333 Stakeholder Classification/Categorization 335 Information and Insights to Gather on Stakeholders 338 The Influence of the Stakeholder 340 Chapter 29. Tools for Stakeholder Classification and Grouping 343 The Stakeholder Map 344 The Stakeholder Radar 351 Alternative Stakeholder Identification and Grouping Techniques 357 Chapter 30. Applying Stakeholder Management Strategies and Tactics in Practice 359 Creating a Communication Strategy 359 Tips for Improving Your Stakeholder Management in Practice 362 Chapter 31. How to Influence Stakeholders on All Levels 369 Being a Lyrebird 369 The Process of Communication 371 Four Layers of Communication 374 Building Relationships with Stakeholders 375 Adapting Your Tune to Your Audience 382 Chapter 32. Mastering the Art of No to Optimize Value Creation for the Product 387 What Makes Saying No So Hard? 388 Five Steps toward Saying No Effectively 389 The Jedi Mind Trick 392 Chapter 33. Negotiating With Stakeholders, Customers, and Users 393 Be a Mirror 394 Label Emotions 395 Getting to Yes! 396 How to Tell If a Yes Is Real 398 Bend Their Reality 398 Create the Illusion of Control 400 Guarantee Execution 400 Bargain Hard 401 Find the Black Swan 402 Part VII Summary 405 Closing Summary 409 Index 413
£26.99
Pearson Education (US) The Mythical ManMonth
Book SynopsisFrederick P. Brooks, Jr., was born in 1931 in Durham, NC. He received an A.B. summa cum laude in physics from Duke and a Ph.D. in computer science from Harvard, under Howard Aiken, the inventor of the early Harvard computers. At Chapel Hill, Dr. Brooks founded the Department of Computer Science and chaired it from 1964 through 1984. He has served on the National Science Board and the Defense Science Board. His current teaching and research is in computer architecture, molecular graphics, and virtual environments. He joined IBM, working in Poughkeepsie and Yorktown, NY, 1956-1965. He is best known as the father of the IBM System/360, having served as project manager for its development and later as manager of the Operating System/360 software project during its design phase. For this work he, Bob Evans, and Erick Block were awarded and received a National Medal of Technology in 1985. Table of Contents 1. The Tar Pit. 2. The Mythical Man-Month. 3. The Surgical Team. 4. Aristocracy, Democracy, and System Design. 5. The Second-System Effect. 6. Passing the Word. 7. Why Did the Tower of Babel Fail? 8. Calling the Shot. 9. Ten Pounds in a Five-Pound Sack. 10. The Documentary Hypothesis. 11. Plan to Throw One Away. 12. Sharp Tools. 13. The Whole and the Parts. 14. Hatching a Castrophe. 15. The Other Face. 16. No Silver Bullet -- Essence and Accident. 17. "No Silver Bullet" ReFired. 18. Propositions of The Mythical Man-Month: True or False? 19. The Mythical Man-Month After 20 Years. Epilogue. Notes and references. Index. 0201835959T04062001
£29.74
O'Reilly Media Release It!
Book SynopsisA single dramatic software failure can cost a company millions of dollars - but can be avoided with simple changes to design and architecture. This new edition of the best-selling industry standard shows you how to create systems that run longer, with fewer failures, and recover better when bad things happen. New coverage includes DevOps, microservices, and cloud-native architecture. Stability antipatterns have grown to include systemic problems in large-scale systems. This is a must-have pragmatic guide to engineering for production systems. If you're a software developer, and you don't want to get alerts every night for the rest of your life, help is here. With a combination of case studies about huge losses - lost revenue, lost reputation, lost time, lost opportunity - and practical, down-to-earth advice that was all gained through painful experience, this book helps you avoid the pitfalls that cost companies millions of dollars in downtime and reputation. Eighty percent of project life-cycle cost is in production, yet few books address this topic. This updated edition deals with the production of today's systems - larger, more complex, and heavily virtualized - and is the first book to cover chaos engineering, the discipline of applying randomness and deliberate stress to reveal systematic problems. Build systems that survive the real world, avoid downtime, implement zero-downtime upgrades and continuous delivery, and make cloud-native applications resilient. Examine ways to architect, design, and build software - particularly distributed systems - that stands up to the typhoon winds of a flash mob, a Slashdotting, or a link on Reddit. Take a hard look at software that failed the test and find ways to make sure your software survives.
£36.57
O'Reilly Media Making Embedded Systems
Book Synopsis
£31.99
Manning Publications Think Like a CTO
Book SynopsisAn effective Chief Technology Officer shapes almost every aspect of a modern business. This book shares the experience and advice of veteran CTOs and industry experts for handling IT crises, leading tech teams, and creating an inspiring vision for your company. In Think Like a CTO you will learn: Effective interaction and relationship building with other C-level executives Creating long term visions and executing on short term goals Interviewing, hiring, and terminating team members Negotiating salaries and managing promotions Architecting future proofed systems Handling security breaches and ransomware attacks Putting together budgets and working with your CFO Identifying and managing outsourced vendor opportunities Managing and communicating bad news by leading with data, not passion Being the kind of leader that employees want to follow and emulate Becoming a CTO is an incredible accomplishment. It's also one of the hardest transitions a technologist can make. This high-power and high-pressure role demands skills that are rarely developed as a software engineer. Think Like a CTO shines a light on all the areas an aspiring CTO needs to master to succeed. You'll learn how to build incredible working relationships with the rest of the C-suite, transform a company with private equity, and recruit and manage your development team. With this book as your guide, you'll quickly become a trusted leader figure with an inspiring vision for your company. about the technology Every modern company is a technology company, and that makes the CTO one of the most important leaders in an organization. The CTO must plan a company's technology vision, build and lead the team to get it done, and effectively interact with business leaders, clients, and investors. A highly effective CTO is vital for a company's continued growth and success. This book will show you how to be that CTO. about the reader For technology leaders working in or aspiring towards a CTO role.
£35.09
Lannoo Publishers High Impact Teaming: Slow Down to Go Faster
Book SynopsisWhat makes a team function at the highest level? Teamwork is often messy, not transparent, and unpredictable. The ultimate solution for successful teamwork doesn't exist, but great teams do: they get sustainable results and achieve what they set out to do. High impact teams create their own formula for success and polish it up when necessary. This book teaches you how to work in teams consciously, effectively and efficiently. It helps you to determine how to bring out the best in yourself, your team and each team member.
£24.00
HarperCollins Focus Fundamentals of Project Management Sixth Edition
Book Synopsis*Includes News Sections on Working with Virtual Teams and Leveraging Modern TechnologiesEnables project managers to understand priorities, maximize resources, and minimize risks in order to complete projects on time and on budget.For close to three decades, Fundamentals of Project Management has helped managers tackle the complexities of the job. Succinct and easy to read, this handbook simplifies concepts, answers questions, and helps tame the chaos that can erupt as projects move from planning to completion.The Sixth Edition of this trusted bestseller offers the practical guidelines and tools project managers have come to expect, along with new information explaining changes to the PMBOK® Guide, 7th Edition. Updated tools, techniques, examples, and exercises clearly explain how to: Clarify project goals and objectives. Manage stakeholders in the planning process. Develop solid estimates.
£13.49
Practical Inspiration Publishing The Change Ninja Handbook: An interactive
Book Synopsis** Business Book Awards 2023 Finalist **“An essential guide for any professional interested in understanding how to implement and influence change” Prof. Adam Boddison, - Chief Executive, Association for Project ManagementLeading change in organizations is always hard, but this original, game-based handbook will at least make it much more fun! Based on real-life case studies and reflecting the most common challenges facing any change ninja, this is a story where you get to make the decisions at each stage, and discover the impact of your choices.**This interactive approach will appeal particularly to non-linear thinkers and those who learn best through action and application. It’s pragmatic, focusing on tips for getting people on board and on identifying small, doable ‘ninja moves’ that gain traction and build momentum by stealth.After lots of training in things like project management, agile change and leadership, Dr Tammy Watchorn discovered none of this really helped as the focus was always on process rather than people. By understanding how people work instead, she soon found she could deliver successful change by stealth with ninja moves.Trade ReviewAn accessible guide to undertaking change..I read this book in one day, it was a joy, I can’t recommend it highly enough. A primer for change managers novice or experienced alike. * Amazon *This is the type of book you keep by your side and revisit regularly. I think each time you read it you’d learn more about yourself and change. * Amazon *Immersive, un-put-downable, hilarious, packed with learning and tools...Buy this book, read it, have fun, put the learning into practice, make a difference! * Amazon *Table of ContentsTable of ContentsOnce upon a timeSetting the scene – provides the backdrop for the stories within the book and where the author started the journey. Describes the complexity and fog that is the adventure aheadHow to playInstructions for playing the adventure game including rules and explanation of life lines and health scores.CharactersDescription of the fictitious characters the adventurer will meet on the journey. One of the main characters is Prof Eddie Obeng. He is not fictitious and much of his teaching is scattered throughout the book. Often referred to simply as the ProfChallenge 1: Innovation WorkshopGame over: At any point in the book you can make a decision that lands you here. It might be the wrong decision or you might have just decided you’ve had enough and want a new job. You can choose to end your journey here, restart the game or reset the last ‘bad’ decision.Sam’s Fables Part 1: The professor of changeSam’s fables is a book within a book. A handbook for the adventurer. Challenge 2: Creating spaceSam’s Fable’s Part 2 Ship ahoy me heartiesChallenge 3: I didn’t sign up for thisSam’s Fables part 3 Do your homework..Challenge 4: Well that does look differentSam’s Fables part 4 That will never workChallenge 5 Virtually VirtualSam’s Fables part 5 Don’t we have a plan for that?Challenge 6: Out with the oldSam’s Fables Part 6 The Wasp, the Volcano and the StingChallenge 7: Shall we do what we always do?Sam’s Fables Part 7 What a difference a name makesChallenge 7: ContinuedChallenge 8: Too Serious to PlaySam’s Fables Part 8 Alien InvasionChallenge 9: Beating the DrumSam’s Fables part 9 Quiz timeChallenge 9 Part 2: Beating the DrumChallenge 10: I think we should lead this collaboration,Sam’s Fables Part 10 If it makes sense it’s probably sense makingChallenge 11: Hack to the futureYou made it !!!!Sam’s Fables part 11: Tool kitA summary of the tools described in the book with a short description of how to use them and a template to use.
£14.24
O'Reilly Media Making Things Happen
Book SynopsisOffers a collection of essays on philosophies and strategies for defining, leading, and managing projects. This book explains to technical and non-technical readers alike what it takes to get through a large software or web development project. It does not cite specific methods, but focuses on philosophy and strategy.
£26.99
Project Management Institute A Guide to the Project Management Body of
Book SynopsisA Guide to the Project Management Body of Knowledge (PMBOK®) Guide is the go-to resource for project management practitioners. Over the past few years, the project management profession has significantly evolved due to emerging technology, new approaches and rapid market changes. Reflecting this evolution, The Standard for Project Management enumerates 12 principles of project management and the PMBOK® Guide – Seventh Edition is structured around eight project performance domains. Both the standard and the guide reflect the wide range of development approaches that lead to value delivery. This edition is designed to address practitioners’ current and future needs and to help them be more proactive, innovative and nimble in enabling desired project outcomes. This edition of the PMBOK® Guide: Reflects the full range of development approaches (predictive, adaptive, hybrid, etc.) Provides an entire section devoted to tailoring the development approach and processes Includes an expanded list of models, methods, and artifacts Focuses on not just delivering project outputs but also enabling outcomes; and Integrates with PMIstandards+ for information and standards application content based on project type, development approach, and industry sector.
£67.46
BenBella Books Project Management for the Unofficial Project
Book SynopsisNo project management training? No problem! In today's workplace, employees are routinely expected to coordinate and manage projects. Yet, chances are, you aren't formally trained in managing projects--you're an unofficial project manager. FranklinCovey experts Kory Kogon, Suzette Blakemore, and James Wood understand the importance of leadership in project completion and explain that people are crucial in the formula for success. Project Management for the Unofficial Project Manager offers practical, real-world insights for effective project management and guides you through the essentials of the people and project management process: Initiate Plan Execute Monitor/Control Close Unofficial project managers in any arena will benefit from the accessible, engaging real-life anecdotes, memorable "Project Management Proverbs," and quick reviews at the end of each chapter. If you're struggling to keep your projects organized, this book is for you. If you manage projects without the benefit of a team, this book is also for you. Change the way you think about project management--"project manager" may not be your official title or necessarily your dream job, but with the right strategies, you can excel.Trade Review"In this book, Kory, Suzette, and James have created the ultimate blueprint for 'unofficial' project managers. You'll go from amateur to adept in seven easy chapters." --Jay Wilkinson, founder and CEO of Firespring "Project Management for the Unofficial Project Manager gets to the HEART of a challenge so many now face in the workplace--the need to ORGANIZE Projects, on the fly, without training, to lead their companies to a new future. This is a GREAT book ... you'll take control fast with the knowledge in these pages." --Julie Morgenstern, New York Times bestselling author of Time Management From The Inside Out "The new benchmark for real and truly effective project management. This is a must-read..." --Gerry Aquino, Organizational Development and Learning, Ossur Americas, Inc. "Project Management for the Unofficial Project Manager is the best business improvement book that I have ever read. This book will become the guide for all of our future projects... Any person who follows the advice in this book will find a tremendous, positive impact on their career." --Tim Rancourt, President of Engineering and Manufacturing at Northern Tool + Equipment "Finally! A project management book that acknowledges and supports the 'people' part of projects... Practicing the Four Foundational Behaviors will help every 'unofficial' project manager engage their team." --Deanna Carrera, Director of Leadership and Learning at First Things First "In this age of lean corporate headcount, everyone, no matter what their title, is required to fill the role of project manager. And the new book, Project Management for the Unofficial Project Manager, covers the core areas that any project professional needs to be successful." --Robert Fitt, Sr. Director of Human Resources , Broadcom Corporation "If you are involved with executing projects of any size, you owe it to yourself, and your team to read this book." --Kenneth Johnson, Director of Training and Development, State of Colorado "Sometimes we think as projects as large capital expenditures, but often all of our work is an 'unofficial' project, and too often, we find ourselves ill equipped to manage the process to a successful outcome. Project Management for the Unofficial Project Manager ties together a process that everyone can use for project work, as it is for all levels of an organization." --Bonnie Stone, Centralized Learning and Development Manager at Central Arizona Project
£14.39
HarperCollins Focus Come Up for Air
Book SynopsisA much-needed guide to efficient collaboration in today's workplace.
£11.69
Taylor & Francis Ltd The Handbook of Project Management
This practice-oriented handbook presents practitioners and students with a comprehensive overview of the essential knowledge and current best practices in project management. It includes the most up-to-date thinking in the discipline, describing recent developments in a way that practitioners can immediately use in their work.The Handbook of Project Management was the first APM Body of Knowledge Approved title for the Association for Project Management. Over the course of six editions, The Handbook of Project Management has become the definitive desk reference for project management practitioners. The team of expert contributors, selected to introduce the reader to the knowledge and skills required to manage projects, includes many of the most experienced and highly regarded international writers and practitioners. The book is divided into six parts: Projects; Performance; Process; People; Portfolio; and Perspectives. Including over 25 completely new chapter
£114.00
Pearson Education (US) Agile Leadership Toolkit
Book SynopsisPeter Koning is an author, speaker, and senior consultant who has more than fifteen years of experience as an agile leader. He has led several agile departments and improved the agile way of working at different companies. He has coached, mentored, and trained dozens of agile leadership teams. Through his work, he has developed and refined a concrete and cohesive toolkit for agile leaders. He also founded his own company: Re-Lead (https://re-lead.co/en/), where he works to refresh, redefine, and reinvent leadership.Table of ContentsForeword xiPreface xiiiAcknowledgments xxiiiAbout the Author xxv Part 1: Co-Create Goals 1 1.1 How Do You Set the Right Goals? 3 1.2 How Do You Find the Right KVIs? 13 1.3 How to Visualize the Customer Impact? 23 Summary of Part 1–Co-Create Goals 31 Part 2: Facilitate Ownership 37 2.1 When Do Teams Take Ownership? 39 2.2 When Is Intervening the Best Strategy, and When Is Letting Go Better? 49 2.3 How Mature Is My Team? 57 2.4 How Do Typical Teams Grow? 63 2.5 How Can the Borders Be Aligned with the Maturity? 69 2.6 When Does the Ownership Model Work and When Does It Not? 77 Summary of Part 2–Facilitate Ownership 81 Part 3: Learn Faster 89 3.1 How Do You Know Your Teams Are Doing the Right Things? 91 3.2 How Quickly Do My Teams Learn from Users? 101 3.3 How Can the Learning Loop Be Put into Practice? 109 3.4 How Can Teams Implement Big Ideas in Small Steps? 117 3.5 Minimize the Blast Radius 127 Summary of Part 3–Learn Faster 131 Part 4: Design Healthy Habits 137 4.1 How Do You Stimulate an Agile Culture? 139 4.2 How Do You Design Healthy Habits? 153 4.3 Can You Anchor the Cultural Improvement? 165 4.4 What Is a Healthy Habit to Implement Improvements? 171 Summary of Part 4–Design Healthy Habits 187 The Agile Leader as Culture Leader 189 Concrete Questions 189 After Reading This Book 193 Why a New Toolkit? 194 Agile Leadership Toolkit 195 Index 199
£20.79
John Wiley & Sons Inc Project Management in Practice International
Book SynopsisProject Management in Practice presents an applied approach to the essential tools, strategies, and techniques students must understand to achieve success in their future careers. Emphasizing the technical aspects of the project management life cycle, this popular textbook offers streamlined, student-friendly coverage of project activity, risk planning, budgeting and scheduling, resource allocation, project monitoring, evaluating and closing the project, and more. Clear and precise chapters describe fundamental project management concepts while addressing the skills real-world project managers must possess to meet the strategic goals of their organizations. Integrated throughout the text are comprehensive cases that build upon the material from previous chapters. Each chapter now includes new end-of-chapter questions to help learners test their conceptual understanding of the subject.Table of ContentsChapter 1 The World of Project Management 1.1 What is a Project? 1.2 Project Management Versus General Management 1.3 Agile Project Management 1.4 What is Managed? The Three Goals of a Project 1.5 The Life Cycles of Projects 1.6 Selecting Projects to Meet Organizational Objectives 1.7 The Project Portfolio Process 1.8 The Materials in this Text Review Questions Discussion Questions Exercises Incidents for Discussion Broken Welds Portillo, Inc. Case 1.1: Friendly Assisted Living Facility—1 Case 1.2: Project Management Practices in E-Learning Sector Bibliography Chapter 2 The Manager, The Organization and The Team 2.1 The PM’s Roles 2.2 The PM’s Responsibilities to the Project 2.3 Selection of a Project Manager 2.4 Project Management as a Profession 2.5 Fitting Projects into the Parent Organization 2.6 The Project Team 2.7 Agile Team Roles Review Questions Discussion Questions Incidents for Discussion Samuel's Approach to Project Management HardTech, Inc. Case 2.1: Friendly Assisted Living Facility—2 Case 2.2: The Quantum Bank Case 2.3: Facebook — Cambridge Analytica — Data Leakage Bibliography Chapter 3 Project Activity and Risk Planning 3.1 From the Project Charter to the Project Plan 3.2 The Planning Process—Overview 3.3 The Planning Process—Nuts and Bolts 3.4 More on the Work Breakdown Structure and Other Aids 3.5 Project Planning with Scrum 3.6 Risk Management Review Questions Discussion Questions Exercises Incidents for Discussion Plymouth Zoo’s Re-engineering Project Time Is Fleeting Case 3.1: Friendly Assisted Living Facility—3 Case 3.2: John Wiley & Sons Case 3.3: The Current State of Agile Project Management Bibliography Chapter 4 Budgeting the Project 4.1 Methods of Budgeting 4.2 Cost Estimating 4.3 Improving Cost Estimates 4.4 Budget Uncertainty and Project Risk Management 4.5 Project Risk Simulation with Crystal Ball® Review Questions Discussion Questions Exercises Incidents for Discussion A Budgeting Novice Stealth Electronics General Sensor Company Case 4.1: Friendly Assisted Living Facility Project Budget Development—4 Case 4.2: Risk Analysis vs. Budget/Schedule Requirements in Australia Case 4.3: Building the Geddy's Dream House Bibliography Chapter 5 Scheduling the Project 5.1 PERT and CPM Networks 5.2 Project Uncertainty and Risk Management 5.3 Simulation 5.4 The Gantt Chart 5.5 Extensions to PERT/CPM 5.6 Scheduling with Scrum Review Questions Discussion Questions Exercises Discussion Exercise Incidents for Discussion Yankee Chair Company Attack of the Killer Worm Case 5.1: Friendly Assisted Living Facility Program Plan—5 Case 5.2: Hosting the Annual Project Management Institute Symposium Case 5.3: Launching E-Collar Bibliography Chapter 6 Allocating Resources to the Project 6.1 Expediting a Project 6.2 Resource Loading 6.2.1 The Charismatic VP 6.3 Resource Leveling 6.4 Allocating Scarce Resources to Projects 6.5 Allocating Scarce Resources to Several Projects 6.6 Goldratt's Critical Chain Review Questions Discussion Questions Exercises Incidents for Discussion Lab Results, Inc. Southern Kentucky University Bookstore Case 6.1: Friendly Assisted Living Facility Resource Usage—6 Case 6.2: Charter Financial Bank Case 6.3: Thirty Days to Rescue Bibliography Chapter 7 Monitoring and Controlling the Project 7.1 The Plan-Monitor-Control Cycle 7.2 Data Collection and Reporting 7.3 Earned Value 7.4 Project Control 7.5 Designing the Control System 7.6 Scope Creep and Change Control 7.7 Agile Approaches for Project Monitoring and Control Review Questions Discussion Questions Exercises Incidents for Discussion St. Margaret's Hospital Stoneworth Paving Company Happy Customers Cable Tech, Inc. Case 7.1: Friendly Assisted Living Facility Updates—7 Case 7.2: Palmstar Enterprises, Inc. Case 7.3: Better Control of Development Projects at Johnson Controls Bibliography Chapter 8 Evaluating and Closing the Project 8.1 Evaluation 8.2 Project Auditing 8.3 Project Closure 8.4 Benefits Realization Review Questions Discussion Questions Incidents for Discussion General Construction Company Lexi Electronics The Shocking Machine Case 8.1: Friendly Assisted Living Facility Audit—8 Case 8.2: Datatech Case 8.3: Ivory Tower Systems Case 8.4: Project Quality Management — current scenarios of Financial institutions Bibliography Appendix: Probability and Statistic Index
£45.59
Crown Currency Scrum The Art of Doing Twice the Work in Half the
Book SynopsisThe revolutionary “Red Book” that helped a generation work smarter, better, and faster—now expanded and updated with new stories, new ideas, and new methods to radically improve the way you and your company deliver resultsIf you’ve ever been startled by how fast the world is changing, the Scrum framework is one of the reasons why. Productivity gains in workflow of as much as 1,200 percent have been recorded, and there’s no more lucid—or compelling—explainer of Scrum and its bright promise than Jeff Sutherland. The thorny problem that Sutherland began tackling back then boils down to this: People are spectacularly bad at doing things with agility and efficiency. Best-laid plans go up in smoke. Teams often work at cross-purposes to one another. And when the pressure rises, unhappiness soars.Woven with insights from martial arts, judicial decision making, advanced aerial combat, robotics, and Sutherland’s experience as a West Point–educated fighter pilot, a biometrics expert, a medical researcher, an early innovator of ATM technology, and a C-level executive at eleven different technology companies, this book will take you to Scrum’s front lines, where Sutherland’s system has brought the FBI into the twenty-first century, helped support John Deere’s supply chain amid a global pandemic and supply chain shortage, reduced poverty in the Third World, and even planned weddings and accomplished weekend chores.The way we work has changed dramatically since Sutherland first introduced Scrum a decade ago. This urgent update shares new insights and provides new tools to take advantage of the radical productivity that Scrum delivers. Sutherland will show you how to optimize working with artificial intelligence and share the latest cognitive science research on culture, psychological safety, diversity, and happiness, and how these factors drive performance, innovation, and overall organizational health. This new edition contains a decade of lessons learned. Whether it’s ten years ago, now, or ten years into the future, the Scrum framework is guaranteed to help you deliver results. But the most important reason to read this book is that it may just help you achieve what others consider unachievable.
£22.50
Pearson Education (US) Scrum Field Guide The
Book SynopsisMitch Lacey, founder of Mitch Lacey & Associates, Inc., helps companies reach their maximum potential by building high-performing organizations through the adoption of agile practices, including Scrum and XP. Mitch's rich, practical experience and his pragmatic approach are trusted by many companies including Adobe Systems, Aera Energy, Bio-Rad, EchoStar, Microsoft, Oracle, Qualcomm, Salem Hospital, SAP, Sony, and more. He is a CST, a PMI Project Management Professional (PMP), and an Agile Certified Practitioner (ACP). Mitch has served on the board of directors for the Agile Alliance and the Scrum Alliance. Learn more at www.MitchLacey.com. Table of ContentsChapter 1: Scrum: Simple, Not Easy Part I: Getting Prepared Chapter 2: Getting People on Board Chapter 3: Using Team Consultants to Optimize Team Performance Chapter 4: Predicting Team Velocity Chapter 5: Implementing the Scrum Roles Chapter 6: Determining Sprint Length Chapter 7: How Do You Know You're Done? Chapter 8: The Case for a Full-Time ScrumMaster Part II: Field Basics Chapter 9: Why Engineering Practices Are Important in Scrum Chapter 10: Core Hours Chapter 11: Release Planning Chapter 12: Decomposing Stories and Tasks Chapter 13: Keeping Defects in Check Chapter 14: Sustained Engineering and Scrum Chapter 15: The Sprint Review Chapter 16: Retrospectives Part III: First Aid Chapter 17: Facilitating a Productive Daily Scrum Chapter 18: The Fourth Question in Scrum Chapter 19: Keeping People Engaged with Pair Programming Chapter 20: Adding New Team Members Chapter 21: When Cultures Collide Chapter 22: Sprint Emergency Procedures Part IV: Advanced Survival Techniques Chapter 23: Sustainable Pace Chapter 24: Delivering Working Software Chapter 25: Optimizing and Measuring Value Chapter 26: Up-Front Project Costing Chapter 27: Documentation in Scrum Projects Chapter 28: Outsourcing and Offshoring Chapter 29: Prioritizing and Estimating Large Backlogs–The Big Wall Chapter 30: Writing Contracts Part V: Wilderness Essentials Chapter 31: Driving to Done through Collaboration Chapter 32: How Story Points Relate to Hours Chapter 33: Immersive Interviewing and Hiring Chapter 34: Aligning Incentives with Outcomes Chapter 35: Risk Management in Scrum Appendix: Scrum Framework Index
£31.94
John Wiley & Sons Inc Project Management Checklists For Dummies
Book SynopsisTakes the intimidation out of project management, and shows you step by step how to use rigorous self-check questions to save significant time - and headaches - in managing your projects effectively. This book gives you to-do lists, hands-on checklists and helpful guidance for managing every phase of a project from start to finish.Table of ContentsIntroduction 1 Part I: The Questions 7 Chapter 1: Getting Started with Algebra Basics 9 Chapter 2: Solving Some Equations and Inequalities 15 Chapter 3: Function Basics 21 Chapter 4: Graphing and Transforming Functions 29 Chapter 5: Polynomials 37 Chapter 6: Exponential and Logarithmic Functions 45 Chapter 7: Trigonometry Basics 53 Chapter 8: Graphing Trig Functions 61 Chapter 9: Getting Started with Trig Identities 67 Chapter 10: Continuing with Trig Identities 73 Chapter 11: Working with Triangles and Trigonometry 79 Chapter 12: Complex Numbers and Polar Coordinates 89 Chapter 13: Conic Sections 97 Chapter 14: Systems of Equations and Inequalities 103 Chapter 15: Sequences and Series 111 Chapter 16: Introducing Limits and Continuity 117 Part II: The Answers 125 Chapter 17: Answers 127 Index
£14.39
Harvard Business Review Press HBR Guide to Project Management HBR Guide Series
Book SynopsisMEET YOUR GOALSON TIME AND ON BUDGET.How do you rein in the scope of your project when you've got a group of demanding stakeholders breathing down your neck? And map out a schedule everyone can stick to? And motivate team members who have competing demands on their time and attention?Whether you're managing your first project or just tired of improvising, this guide will give you the tools and confidence you need to define smart goals, meet them, and capture lessons learned so future projects go even more smoothly.The HBR Guide to Project Management will help you:Build a strong, focused teamBreak major objectives into manageable tasksCreate a schedule that keeps all the moving parts under controlMonitor progress toward your goalsManage stakeholders' expectationsWrap up your project and gauge its success
£12.59
Pearson Education (US) Creating Agile Organizations
Book Synopsis Cesario Ramos works worldwide as a senior management consultant on large-scale Agile adoptions in the financial and high-tech industries. His international experience, a strong background in technology, and passion for people make him an influential partner in organization design and in leading the adoption of Agile. Cesario has a MSc in mathematics and computing science from the University of Eindhoven and is also a Certified LeSS Trainer and Professional Scrum Trainer from Scrum.org. Outside of his consulting work, Cesario has served as a Java/C# developer, lead software architect, CTO, and as a product manager. He is also the author of Create Agile Organizations, A Scrum Book, and EMERGENT -- Lean & Agile Adoption for an Innovative Workplace. Ilia Pavlichenko leads Agile transformations in companies around the world. He is an organization design consultant with a rigorous focus on coaching senior management. IliTable of Contents Foreword by Craig Larman xix Foreword by Dave West xxi Preface xxiii Introduction xxvii Acknowledgments xxxv About the Authors xxxvii Part I: Foundational Concepts 1 Chapter 1: Organizing for Adaptability 3 Hello, VUCA World! 3 What Is an Agile Organization Design? 4 Typical Problems When Adopting Agility 6 Avoid Copy–Paste Scaling: A Typical Scaling Approach 10 Overview of an Agile Organization Design 11 Summary 16 References 17 Chapter 2: Systems Thinking 19 Basics of Systems Thinking 19 Applying Systems Thinking 31 Summary 48 References 49 Chapter 3: Optimize for Adaptiveness 51 What It Means to Be Adaptable 53 Flow Efficiency 54 Behavior of Queues 54 Queueing System Structures 61 Algorithm for Dealing with Queues 62 Choose an Operational Strategy 63 Summary 67 References 68 Chapter 4: Agile Organizational Design 69 Why Organizational Redesign? 70 Business Strategy Drives Organizational Design 71 Overview of a Design Process 72 Agile Organization Design Guidelines 73 Agile vs. Traditional Human Resources Management 101 Summary 104 References 105 Chapter 5: An Agile Adoption Approach 107 Principles of an Agile Adoption 107 Overview of an Adoption Approach 109 Overarching Adoption Guidelines 111 Applying Systems Thinking in Organizational Coaching 120 Summary 130 References 131 Chapter 6: Coaching for Change 133 Guideline 1: Influence People 134 Guideline 2: Co-Create the Change 136 Guideline 3: Voluntary Participation 139 Guideline 4: Acknowledge the Loss 144 Guideline 5: Deliver the Message Continually 147 Guideline 6: Help People to Cross the Edge 149 Guideline 7: Axes of Change 153 Guideline 8: Find the Right Balance of Radical/Incremental Change 159 Summary 161 References 162 Part II: Applying the Concepts 165 Chapter 7: Group Facilitation 167 Principles of Facilitation 167 Workshop Design 172 Facilitating Scrum Events 178 Summary 195 References 196 Chapter 8: Preparing the Product Group 197 Areas of Concern for Successful Preparation 197 Area 1: Involve the Managers 198 Area 2: Understand the Current Reality 204 Area 3: Create a Vision of the Future 221 Area 4: Identify the Product Group 233 Organizational Design to Eliminate Dependencies 242 Summary 249 References 250 Chapter 9: Launching the Product Group 251 Menu of Available Choices 252 Initial Product Backlog Refinement 253 Define the Definition of Done 257 Feature Team Adoption Map 260 Self-Designing Team Workshop 265 Team Lift-Off 270 Identify and Launch Communities 282 Identify Coordination Mechanisms 284 Create Useful Checklists 286 Summary 288 References 289 Chapter 10: Coaching Teams 291 The Building Blocks of the Agile Organization 291 Observations of an Agile Team 292 Building on the Team Lift-Off: Coaching Multifunctional Learning 296 Dealing with Recurrent Complex Problems in Teams: Systems Team Coaching 315 Improving Team Dynamics: Trust 329 Facilitate Feedback Loops for Learning: Learning New Practices 332 Summary 335 References 335 Chapter 11: Guiding the Product Ownership 337 What Makes a Team Product Owner? 337 The Product Owner in a Senior Position 341 Product Ownership Measures 345 Customer Understanding 347 The Product Owner Process 349 Stakeholder Alignment 351 Product Owner Leadership 354 Summary 356 References 357 Appendix Case Studies and Workshop Examples 359 Index 413
£24.64
Project Management Institute The Standard for Program Management Fifth
Book Synopsis
£63.75
Pearson Education Limited Project Management Achieving Competitive
Book SynopsisTable of Contents1. Introduction: Why Project Management? 2. The Organizational Context: Strategy, Structure, and Culture 3. Project Selection and Portfolio Management 4. Leadership and the Project Manager 5. Scope Management 6. Project Team Building, Conflict, and Negotiation 7. Risk Management 8. Cost Estimation and Budgeting 9. Project Scheduling: Networks, Duration Estimation, and Critical Path 10. Project Scheduling: Lagging, Crashing, and Activity Networks 11. Advanced Topics in Planning and Scheduling: Agile and Critical Chain 12. Resource Management 13. Project Evaluation and Control 14. Project Closeout and Termination Appendix A. The Cumulative Standard Normal Distribution Appendix B. Tutorial for MS Project 2016 Appendix C. Project Plan Template
£67.44
Project Management Institute Practice Standard for Work Breakdown Structures
Book SynopsisThe Work Breakdown Structure (WBS) serves as a guide for defining work as it relates to a specific project's objectives. The Practice Standard for Work Breakdown Structures Third Edition supplies project managers and team members with direction for the preliminary development and the implementation of the WBS. Consistent with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Sixth Edition, the WBS Practice Standard presents a standard application of the WBS as a project management tool. Throughout the book, the reader will learn what characteristics constitute a high-quality WBS and discover the substantial benefits of using the WBS in every-day, real-life situations.
£48.00
Pearson Education (US) Project Management Absolute Beginners Guide
Book Synopsis Gregory M. Horine is a certified (PMP, Certified Scrum Master, Six Sigma Green Belt) business technology and IT project management professional with a track record of successful results using servant leadership principles and a focused customer orientation. He has been consistently recognized for excellence in people management, leadership maturity, communication skills, problem-solving skills, and establishing long-term client relationships. Primary areas of expertise and strength include the following: * Project management and leadership * Complete project life-cycle experience across multiple industries * Agile, waterfall, and hybrid application development * Package implementation and integration * Enterprise solution development * Application release management * Application development team management * Project and portfolio management tools * Data analysis and transformation * Business Table of ContentsIntroduction Part I Project Management Jumpstart Chapter 1 Project Management Overview What Is Project Management...Exactly? What Is the Value of Project Management? Why Are Projects Challenging? Growing Demand for Effective Project Managers Trends in Project Management Additional Resources Chapter 2 The Project Manager One Title, Many Roles Key Skills of Project Managers Qualities of Successful Project Managers 15 Common Mistakes of Project Managers Project Manager Versus Scrum Master Versus Product Owner Chapter 3 Essential Elements for Any Successful Project What Exactly Is a Successful Project? Learning from Troubled Projects Learning from Successful Projects Essential Project Manager Toolkit Part II Project Planning Chapter 4 Defining a Project Setting the Stage for Success How Does Defining a Project Relate to Project Planning? Project Definition Document Project Definition Checklist Chapter 5 Planning a Project Key Project Planning Principles Important Questions Project Planning Should Answer Building a Project Plan Summary of Supplemental Project Plan Components Project Plan Checklist Chapter 6 Developing the Work Breakdown Structure What Exactly Is a WBS? Why Is the WBS Important? The Process of Building a WBS Chapter 7 Estimating the Work Next Step in the Schedule Development Process Managing the Risk, Managing the Estimates Reasons for Estimating Woes Powerful Estimating Techniques and Methods Best Practices Chapter 8 Developing the Project Schedule The Impact of the Project Schedule The Goal of the Schedule Development Process Key Inputs for Building a Schedule Creating a Schedule Chapter 9 Determining the Project Budget The Impact of the Project Budget Principles of an Effective Budget Creating a Project Budget Common Budget Challenges Part III Project Control Chapter 10 Controlling a Project What Is Project Control? Management Fundamentals for Project Control Powerful Techniques for Project Control Performance Reporting Variance Responses Leveraging Earned Value Management Concepts Common Project Control Challenges Lessons from Project Recoveries Chapter 11 Managing Project Changes What Exactly Is a Project Change and What's the Big Deal, Anyway? Fundamentals for Managing Project Change What Causes Unplanned Scope Changes? Essential Elements of a Project Change Control System Powerful Techniques for Minimizing Project Changes Common Project Change Control Challenges Chapter 12 Managing Project Deliverables "Managing Project Deliverables" Means What, Exactly? "Why Do This? It's Too Much Work!" Identify, Protect, and Track: The Principles of Managing Work Products Best Practices Configuration Management Plan Common Challenges and Pitfalls Chapter 13 Managing Project Issues The Goals, Objectives, and Principles of Project Issue Management Key Features of Issue Management Systems Options for an Issue Log Best Practices Some Special Situations Chapter 14 Managing Project Risks Key Risk Management Principles The Essential Process for Managing Project Risks The Common Sources of Project Risk Typical Problems Powerful Risk Control Strategies Are You Sure It's a Risk? Chapter 15 Managing Project Quality What Is "Project Quality"? Unique Aspects of Managing Project Quality Principles of Managing Project Quality Powerful Tools and Techniques for Project Quality Powerful Quality Strategies Typical Quality-Related Challenges Part IV Project Execution Chapter 16 Leading a Project More Than Managing Where Is Leadership Needed on a Project? 12 Keys to Better Project Leadership Power of Servant Leadership Approach Chapter 17 Managing Project Communications What Are Project Communications? The Importance of Project Communications Why Communicating Can Be Tough Seven Powerful Principles Best Practices of Effective Project Communicators Chapter 18 Managing Expectations Value of Reviewing Stakeholder Expectations Management Critical Aspects of Expectations Seven Master Principles of Expectations Management Essential Elements of Managing Expectations Chapter 19 Keys to Better Project Team Performance High-Performing Teams Ten Key Management Principles Proven Techniques for Better Team Performance Special Situations Chapter 20 Managing Differences Five Key Principles Proven Techniques for Leading Cross-Functional Projects Proven Techniques for Leading Cross-Cultural Projects Proven Techniques for Leading Virtual Projects Chapter 21 Managing Vendors First, Let's Clarify a Few Terms Ten Proven Principles of Vendor Management 12 Tips for Buyers Seven Tips for Sellers 12 Key Project Management Skills for Better Vendor Management Stuff You Need to Know About Contracts Chapter 22 Ending a Project Three Key Principles Project End Checklist: 13 Important Steps Common Project Closing Challenges Methods for Ending a Contract or a Project Part V Accelerating the Learning Curve...Even More Chapter 23 Making Better Use of Microsoft Project Understand This...and It All Becomes Easier Need-to-Know Features Best Practices for Setting Up a New Project Keys to Making Resource Leveling Work Powerful Reporting Secrets More Insights to a Better Project Schedule Ten Key Helpful Features What You Need to Know About the Different Versions of Microsoft Project Chapter 24 When Reality Happens What If I'm in a Project Management "Lite" Culture? What If I Can't Develop a Detailed Schedule? What If I Must Manage to a Hard Milestone Date? What If I Have Difficult Resources? What Can I Do About Turnover? Tips for Managing a Selection Process Tips for Managing a Testing Process Chapter 25 The Fun Never Stops Agile Approaches DevOps and DevSecOps HIPAA, Privacy, and Security Project Management Offices Portfolio Project Management Governance Processes Critical Chain Project Management Web-Based Project Management and Collaboration Tools Requirements Management Tools Mind Mapping Tools Value of Certifications Project Management Training Chapter 26 Powerful PMP Exam Tips What Is Different About the 2021 PMP Exam? What Is the PMP Exam Like? Common "Context" Differences Common "Experience" Differences Common Terminology Differences What's Important to PMI? Key PMI Assumptions and Themes Exam Topics Not Covered by PMBOK Exam Preparation Strategies Exam-Taking Tips 9780137646951 TOC 1/26/2022
£20.79
Project Management Institute A Guide to the Project Management Body of
Book SynopsisA Guide to the Project Management Body of Knowledge (PMBOK®) Guide is the go-to resource for project management practitioners. Over the past few years, the project management profession has significantly evolved due to emerging technology, new approaches and rapid market changes. Reflecting this evolution, The Standard for Project Management enumerates 12 principles of project management and the PMBOK® Guide – Seventh Edition is structured around eight project performance domains. Both the standard and the guide reflect the wide range of development approaches that lead to value delivery. This edition is designed to address practitioners’ current and future needs and to help them be more proactive, innovative and nimble in enabling desired project outcomes. This edition of the PMBOK® Guide: Reflects the full range of development approaches (predictive, adaptive, hybrid, etc.) Provides an entire section devoted to tailoring the development approach and processes Includes an expanded list of models, methods, and artifacts Focuses on not just delivering project outputs but also enabling outcomes; and Integrates with PMIstandards+ for information and standards application content based on project type, development approach, and industry sector.
£67.46
Project Management Institute Agile practice guide
Book SynopsisAgile Practice Guide has been developed as a resource to understand, evaluate, and use agile and hybrid agile approaches. This practice guide provides guidance on when, where, and how to apply agile approaches and provides practical tools for practitioners and organizations wanting to increase agility. This practice guide is aligned with other PMI standards, including A Guide to the Project Management Body of Knowledge (PMBOK Guide) sixth edition, and was devel-oped as the result of collaboration between the Project Man-agement Institute and the Agile Alliance.
£36.71
HarperCollins Publishers Inc Rumsfelds Rules
Book SynopsisSuitable for aspiring politicos and industrialists, college graduates, teachers, and business leaders, this title provides insight into how the author thinks about leadership, management, and strategy, and shows how that thinking helped him turn around ailing companies and lead the Pentagon in wartime.Trade Review"Tough, acute in his analyses, and effective in advocating his positions, Donald Rumsfeld has been one of the remarkable personalities in American public life. His book of maxims and lessons learned is sure to engage and enlighten." -- Henry A. Kissinger "A Brilliantly useful set of ideas, boiled down to their essence and presented in an easily accessible way, and with stories from experience to give them vibrant meaning." -- George P. Shultz
£18.04
John Wiley and Sons Ltd What You Need to Know about Project Management
Book SynopsisThis is the third title in Capstone s new, essential business series What You Need to Know About These accessible books will get anyone up to speed on a core business subject, fast.Table of ContentsIntroduction 1 1 – Goal Setting 9 2 – Estimating 37 3 – Supply and Demand 71 4 – Managing Risk 99 5 – Managing Expectations 131 6 – Tracking and Status Reporting 175 7 – Running Multiple Projects 207 8 – Having a Life 225 Acknowledgements 247 Index 249
£11.69
Kogan Page Managing Multiple Projects
Book SynopsisElizabeth Harrin has over 20 years' experience in project roles across financial services and healthcare and currently works as a senior project manager. She is the founder of the award-wining website, Rebel's Guide to Project Management which provides training, education and mentorship to project managers and also runs the project management community, Project Management Rebels. She is based in Brighton, UK.
£28.49
Taylor & Francis Workspace Made Easy
Book SynopsisDemystifying the entire workspace industry, for the non-expert and expert alike, this unique book sets out every step and consideration in how to lead a project to create a fantastic workspace.Entirely free of baffling jargon and industry-speak, itâs a refreshingly accessible, practical, down-to-earth guide applicable to all types of workspace, new or renovated and anywhere in the world. Created by two leading workspace practitioners with over half a century of combined multi-sector international experience, this book maps the process from initial idea to finished product and beyond in a succinct, logical and easy-to-follow question and answer style. It helps the reader instantly become a better project leader, and, for all those firms theyâll deal with, a more informed and prepared client.Supported by amusing and informative true stories throughout, the book is an indispensable guide that is sure to become an industry standard.
£27.54
Pearson Education (US) LargeScale Scrum
Book Synopsis Craig Larman is the co-creator of LeSS, and since 2005 has worked with clients (such as UBS, bwin.party, and Nokia Networks) to apply the LeSS framework to large product groups. With his friend and colleague Bas Vodde, he is the co-author of two previous books on scaling agile development with LeSS, Scaling Lean & Agile Development and Practices for Scaling Lean & Agile Development. He's also author of the popular introduction, Agile & Iterative Development: A Manager's Guide.Table of ContentsForeword by Stephen Denning Preface Chapter 1: More with LeSS 1 Chapter 2: LeSS 5 LeSS Structure Chapter 3: Adoption 53 Chapter 4: Organize by Customer Value 77 Chapter 5: Management 113 Chapter 6: Scrum Masters 135 LeSS Product Chapter 7: Product 155 Chapter 8: Product Owner 171 Chapter 9: Product Backlog 197 Chapter 10: Definition of Done 229 LeSS Sprint Chapter 11: Product Backlog Refinement 247 Chapter 12: Sprint Planning 275 Chapter 13: Coordination & Integration 285 Chapter 14: Review & Retrospective 313 More or LeSS Chapter 15: What’s Next? 329 Recommended Readings 331 Appendix A: Rules 333 Appendix B: Guides 337 Index 339
£26.54
Pearson Education (US) Lean DevOps
Book SynopsisRobert Benefield is an experienced technical leader who has decades of experience delivering robust on-demand services to solve hard problems in demanding ecosystems including banking and securities trading, medical and pharmaceutical, energy, telecom, government, and Internet services. His continual eagerness to learn and work with others to make a difference has taken him from building computers and writing code in the early days of the Internet at Silicon Valley startups to the executive suite in large multinational companies. He shares his unique experience in the hopes that others can continue to build on it without having to collect quite as many scars along the way. Table of ContentsIntroduction 1 Chapter 1: The Problem with IT Service Delivery 7 Approach #1: Reduce Delivery Friction 9 The Downsides of Targeting Delivery Friction 11 Approach #2: Managing Service Delivery Risk 12 The Downsides of Targeting Service Delivery Risk 14 The Essence of Delivery 15 Beginning the DevOps Journey 17 Summary 18 Chapter 2: How We Make Decisions 21 Examining the Decision-Making Process 22 Boyd and the Decision Process 23 The OODA Loop 26 The Ingredients of Decision Making 29 Ingredient 1: The Target Outcome 30 Delivering Measures over Outcomes 36 Ingredient 2: Friction Elimination 39 Ingredient 3: Situational Awareness 42 The Challenge of Trust 44 The Fragility of Mental Models and Cognitive Biases 45 Ingredient 4: Learning 48 Failing to Learn 48 The Pathway to Improved Decision Making 53 Summary 54 Chapter 3: Mission Command 55 The Origins of Mission Command 56 Learning How to Lead Effectively the Hard Way 57 Managing Through Unpredictability 58 Knowledge and Awareness Weaknesses 59 Misalignments 60 Misjudgment of Ecosystem Complexity 61 The Anatomy of Mission Command 62 Commander's Intent 63 Brief 66 Situational Overview 67 Statement of the Desired Outcome or Overall Mission Objective 67 Execution Priorities 67 Anti-Goals and Constraints 68 Backbriefing 69 Einheit: The Power of Mutual Trust 71 Creating Einheit in DevOps 74 Continual Improvement 75 Staff Rides 78 After Action Reviews 79 Organizational Impacts of Mission Command 80 Summary 81 Chapter 4: Friction 83 Understanding Ohno's Forms of Waste 84 Muda (Pure Waste) 86 Muri (Overburden) 109 Mura (Fluctuation and Irregularity) 113 See the Whole 125 Summary 126 Chapter 5: Risk 127 Cynefin and Decision Making 128 Ordered Systems 131 Unordered Systems 134 Reimagining Risk Management 143 Have Clear and Understood Target Outcomes 144 Make the Best Choice the Easiest Choice 145 Continually Improve Ecosystem Observability 147 Summary 151 Chapter 6: Situational Awareness 153 Making Sense of Our Ecosystem 154 The Mental Model 157 The Problems with Mental Models 158 Cognitive Bias 161 Gaining Better Situational Awareness 163 Framing 164 Finding and Fixing Framing Problems 165 Information Flow 169 Why Ecosystem Dynamics Matter 169 Meeting Your Information Flow Needs 172 Analysis and Improvement 181 Summary 182 Chapter 7: Learning 183 The Emergence of Skills Attainment Learning 184 The Rise of the One Right Way 186 Outcome-Directed Learning 188 Creating a Learning Culture 191 Day-to-Day Kata 191 Improvement and Problem-Solving Kata 192 The Coaching Practice 193 Summary 195 Chapter 8: Embarking on the DevOps Journey 197 The Service Delivery Challenge 204 Traditional Delivery Fog in the Service World 205 The Challenge of the "ilities" 207 The Path to Eliminating Service Delivery Fog 209 The Role of Managers in Eliminating Service Delivery Fog 210 Identifying What You Can or Cannot Know 214 Ways the Team Can Eliminate Service Delivery Fog 219 Summary 220 Chapter 9: Service Delivery Maturity and the Service Engineering Lead 221 Modeling Service Delivery Maturity 223 The Example of Measuring Code Quality 224 Service Delivery Maturity Model Levels 225 Service Delivery Maturity Areas of Interest 228 Configuration Management and Delivery Hygiene 232 Supportability 235 Single Point of Failure Mitigation and Coupling Management 239 Engagement 241 The Service Engineering Lead 243 Why Have a Separate Rotating Role? 244 How the SE Lead Improves Awareness 246 Organizational Configurations with the SE Lead 248 Challenges to Watch Out For 250 Incentivizing Collaboration and Improvement 251 Developers Running Production Services 253 Overcoming the Operational Experience Gap 254 Summary 256 Chapter 10: Automation 257 Tooling and Ecosystem Conditions 258 Building Sustainable Conditions 260 5S 261 Seeing Automation 5S in Action 278 Tools & Automation Engineering 283 Organizational Details 285 Workflow and Sync Points 285 Summary 287 Chapter 11: Instrumentation and Observability 289 Determining the "Right" Data 291 Know the Purpose and Value 293 Know the Audience 297 Know the Source 302 Making the Ecosystem Observable 307 Instrumenting for Observability 310 Instrumenting Development 310 Instrumenting Packaging and Dependencies 314 Instrumenting Tooling 316 Instrumenting Environment Change and Configuration Management 317 Instrumenting Testing 319 Instrumenting Production 320 Queryable/Reportable Live Code and Services 321 Presenting Task, Change, Incident, and Problem Records Together 321 Environment Configuration 322 Logging 323 Monitoring 324 Security Tracking and Analysis 325 Service Data 326 Pulling It All Together 327 Instrumenting a Wastewater Ecosystem 328 Instrumenting an IT Ecosystem 331 Summary 333 Chapter 12: Workflow 335 Workflow and Situational Awareness 336 Managing Work Through Process 337 Managing Work Organically 339 The Tyranny of Dark Matter 340 Learning to See the Disconnects in Action 343 Resolving Disconnects by Building Context 347 Visualizing the Flow 349 Workflow Board Basics 351 State Columns 352 State Columns for Operations 353 Swim Lanes 355 Task Cards 358 Preventing Dark Matter 359 Using the Board 362 Seeing the Problems 363 Limiting Work in Progress 365 The Limits of a Workflow Board 367 Managing the Board 367 Managing Flow and Improvement 368 Summary 368 Chapter 13: Queue Master 371 An Introduction to the Queue Master 372 Role Mechanics 374 "Follow the Sun" Queue Mastering 384 Queue Master Rollout Challenges 389 Team Members Don't See the Value 389 More Traditionally Minded Managers Thwarting Rollout 390 Pushy Queue Masters 391 Junior Team Members as Queue Masters 391 Queue Masters Who Struggle to Lead Sync Points 394 Summary 394 Chapter 14: Cycles and Sync Points 395 Inform, Align, Reflect, and Improve 396 Top-Down Alignment Control Approach 397 Alignment Through Iterative Approaches 397 Service Operations Synchronization and Improvement 400 The Tactical Cycle 400 Important Differences Between Kickoffs and Sprint Planning 404 Daily Standup 408 Retrospective 411 General Meeting Structure 413 The Learning and Improvement Discussion 415 The Strategic Cycle 421 Strategic Review 424 General Review Structure 426 A3 Problem Solving for the Strategic Review 427 Summary 432 Chapter 15: Governance 433 Factors for Successful Governance 434 Meeting Intent 435 No Target Outcome Interference 437 Maintain Situational Awareness and Learning 438 Common Governance Mistakes 440 Poor Requirement Drafting and Understanding 440 Using Off-the-Shelf Governance Frameworks 445 Out-of-the-Box Process Tooling and Workflows 450 Tips for Effective DevOps Governance 453 Understand Governance Intent 454 Make It Visible 454 Propose Reasonable Solutions 456 Automation and Compliance 458 Be Flexible and Always Ready to Improve 458 Summary 460 Appendix 461 9780133847505 TOC 6/7/2022
£29.69
John Wiley & Sons Inc Managing Software Quality Business Risk Rights of
Book SynopsisSoftware development failures are invariably caused by a combination of circumstances -- circumstances that are rarely technical in origin. Increasingly, standard risk management practices used in other industries are being applied to software development projects.Trade Review"Managing Software Quality and Business Risk addresses itself to software project leaders, managers and technicians alike, pulling them temporarily away from their own discipline and encouraging them to view the gestalt of project planning. You get an overview of what each of these areas of expertise has to offer: a technician, for example, might learn the importance and practicality of risk planning first, followed by quality planning. (The software project team that does not calculate for the eventualities of many kinds of failure is re-enacting a tragedy of Shakespearean proportions.) The unifying theme is studying and perfecting the planning process, and ensuring that your project plan has minimised associated risks and maximised quality. The style is clear, and though the writing is studded with a fair amount of jargon, it clearly lays out management information and perspectives. On the practical side, the author takes you through several techniques and introduces insights from those skilled in coping with market forces or with service users, often underestimated, misunderstood or completely ignored by programmers. There are plenty of interesting, well-designed grey tone charts and diagrams that instantly bring to the fore the subject or strategy being developed, and examples are given throughout. This is a book that is best approached as a good, thought-provoking read rather than as a reference.--" -Wilf Hey , Amazon.co.ukTable of ContentsINTRODUCTION BUILDING THE BOAT ICEBERGS AHEAD! BUSINESS RISK PLANNING FOR RISK MANAGEMENT SOFTWARE QUALITY RIVETS OR WELDING? PLANNING FOR QUALITY ACHIEVEMENT IS IT WATERTIGHT? PLANNING FOR QUALITY CONTROL STOPPING THE RUST: PLANNING FOR QUALITY PRESERVATION PUSHING THE BOAT OUT: CREWING AND PROVISIONING THE HAND ON THE TILLER AND THE CAPTAIN'S LOG BLOCKS ON THE SLIPWAY DIARY OF A VOYAGE RESUME OF THE PLANNING PROCESS GLOSSARY INDEX
£85.46
Barcharts, Inc CAPM Exam Test Prep
Book SynopsisEssential test prep for the Certified Associate in Project Management (CAPM) exam and handy reference to the exam content outline domains and tasks for test-takers, professionals, and teams working in project management. This six page laminated quick reference guide is authored by expert and trainer Aileen Ellis, PgMP, PMP whose mission is to provide students the tools to gain certification in skills proven effective and highly valued by businesses worldwide. Ms. Ellis's goal is for professionals to understand processes and interactions with limited memorization which she has been doing for 25 years through workshops, her training material, and books. With experience working with groups and individuals she knows what you need to succeed and has pulled the most important facts together in our famous QuickStudy format. This is a perfect tool for project teams to have on-hand so key aspects of the process can be referred to and referenced quickly and easily keeping the team in synch. For
£11.99
Pearson Education (US) Retrospectives Antipatterns
Book SynopsisAino Vonge Corry, independent consultant, has facilitated retrospectives for over a decade, written about facilitation for almost as long, and spoken widely and taught courses worldwide on the subject. She holds a PhD in computer science with a focus on design patterns in object-oriented design and OO language constructs: pattern-glasses that have been invaluable in formulating experience for others to learn from. She has taught for over two decades, in both university and industry settings.Table of ContentsForeword xvPreface xviiAcknowledgments xxxvAbout the Author xxxvii The Story Begins 1Part I: Structural Antipatterns 2Chapter 1: Wheel of Fortune 4 Context 6 General Context 7 Antipattern Solution 7 Consequences 7 Symptoms 8 Refactored Solution 9 Online Aspect 12 Personal Anecdote 13 Chapter 2: Prime Directive Ignorance 16 Context 18 General Context 20 Antipattern Solution 21 Consequences 21 Symptoms 22 Refactored Solution 22 Online Aspect 23 Personal Anecdote 23 Chapter 3: In the Soup 26 Context 28 General Context 28 Antipattern Solution 29 Consequences 29 Symptoms 30 Refactored Solution 30 Online Aspect 34 Personal Anecdote 34 Chapter 4: Overtime 36Context 38 General Context 39 Antipattern Solution 39 Consequences 39 Symptoms 40 Refactored Solution 40 Online Aspect 43 Personal Anecdote 43 Chapter 5: Small Talk 46 Context 48 General Context 48 Antipattern Solution 48 Consequences 49 Symptoms 49 Refactored Solution 49 Online Aspect 51 Personal Anecdote 51 Chapter 6: Unfruitful Democracy 54 Context 56 General Context 56 Antipattern Solution 57 Consequences 57 Symptoms 58 Refactored Solution 58 Online Aspect 60 Personal Anecdote 61 Chapter 7: Nothing to Talk About 62 Context 64 General Context 64 Antipattern Solution 64 Consequences 65 Symptoms 65 Refactored Solution 65 Online Aspect 70 Personal Anecdote 71 Chapter 8: Political Vote 74 Context 76 General Context 77 Antipattern Solution 77 Consequences 78 Symptoms 78 Refactored Solution 78 Online Aspect 79 Personal Anecdote 79 Part II: Planning Antipatterns 80Chapter 9: Team, Really? 82 Context 84 General Context 85 Antipattern Solution 85 Consequences 85 Symptoms 86 Refactored Solution 86 Online Aspect 87 Personal Anecdote 88 Chapter 10: Do It Yourself 90 Context 92 General Context 92 Antipattern Solution 92 Consequences 93 Symptoms 93 Refactored Solution 94 Online Aspect 96 Personal Anecdote 96 Chapter 11: Death by Postponement 98 Context 100 General Context 100 Antipattern Solution 100 Consequences 101 Symptoms 101 Refactored Solution 102 Online Aspect 103 Personal Anecdote 104 Chapter 12: Get It Over With 106 Context 108 General Context 108 Antipattern Solution 108 Consequences 109 Symptoms 109 Refactored Solution 109 Online Aspect 110 Personal Anecdote 111 Chapter 13: Disregard for Preparation 114 Context 116 General Context 117 Antipattern Solution 118 Consequences 118 Symptoms 119 Refactored Solution 120 Online Aspect 122 Personal Anecdote 123 Chapter 14: Suffocating 124 Context 126 General Context 127 Antipattern Solution 127 Consequences 127 Symptoms 127 Refactored Solution 128 Online Aspect 128 Personal Anecdote 129 Chapter 15: Curious Manager 130 Context 132 General Context 132 Antipattern Solution 133 Consequences 133 Symptoms 133 Refactored Solution 133 Online Aspect 134 Personal Anecdote 134 Chapter 16: Peek-A-Boo 136 Context 138 General Context 138 Antipattern Solution 139 Consequences 139 Symptoms 140 Refactored Solution 140 Online Aspect 143 Personal Anecdote 143 Part III: People Antipatterns 146Chapter 17: Disillusioned Facilitator 148 Context 150 General Context 151 Antipattern Solution 151 Consequences 151 Symptoms 151 Refactored Solution 152 Online Aspect 153 Personal Anecdote 153 Chapter 18: Loudmouth 156 Context 158 General Context 158 Antipattern Solution 158 Consequences 159 Symptoms 160 Refactored Solution 160 Online Aspect 162 Personal Anecdote 162 Chapter 19: Silent One 166 Context 168 General Context 168 Antipattern Solution 169 Consequences 169 Symptoms 169 Refactored Solution 170 Online Aspect 171 Personal Anecdote 172 Chapter 20: Negative One 174 Context 176 General Context 176 Antipattern Solution 176 Consequences 177 Symptoms 177 Refactored Solution 177 Online Aspect 179 Personal Anecdote 180 Chapter 21: Negative Team 182 Context 184 General Context 184 Antipattern Solution 184 Consequences 185 Symptoms 185 Refactored Solution 186 Online Aspect 187 Personal Anecdote 187 Chapter 22: Lack of Trust 188 Context 190 General Context 191 Antipattern Solution 191 Consequences 191 Symptoms 191 Refactored Solution 192 Online Aspect 197 Personal Anecdote 197 Chapter 23: Different Cultures 202 Context 204 General Context 204 Antipattern Solution 204 Consequences 205 Symptoms 205 Refactored Solution 205 Online Aspect 207 Personal Anecdote 207 Chapter 24: Dead Silence 210 Context 212 General Context 212 Antipattern Solution 213 Consequences 213 Symptoms 214 Refactored Solution 214 Online Aspect 216 Personal Anecdote 216 Conclusion 219 References 221Index 225
£18.39
Cornerstone Scrum: The Art of Doing Twice the Work in Half
Book SynopsisThe definitive book on the Scrum methodology from its co-creator and the CEO of Scrum, Inc., Jeff Sutherland.Scrum is the revolutionary approach to project management and team building that has helped to transform everything from software companies to the US military to healthcare in major hospitals. In this bestselling productivity bible, its originator, Jeff Sutherland, explains precisely and step-by-step how it operates - and how it can be made to work for anyone, whether you're working from the office or from home.He explains how to define precisely what it is that you are seeking to achieve, how to set up the team to achieve it, and how to monitor progress until the project is successfully completed. Filled with practical examples drawn from all types and organisation, Scrum will make you rethink the fundamentals of successful management - and show you how to get things done.Every organisation, whatever its size, constantly has to come to grips with delivering a product or service on time and on budget. Scrum shows you how.__________________________'Full of engaging stories and real-world examples. The project management method known as Scrum may be the most widely deployed productivity tool among high-tech companies. On a mission to put this tool into the hands of the broader business world for the first time, Jeff Sutherland succeeds brilliantly.' - ERIC RIES, New York Times bestselling author of THE LEAN STARTUP'Engaging, persuasive and extremely practical . . . Scrum provides a simple framework for solving what seem like intractable and complicated work problems. Amazingly, this book will not only make your life at work and home easier, but also, better and happier.' - SHAWN ACHOR, New York Times bestselling author of BEFORE HAPPINESS and THE HAPPINESS ADVANTAGE'Scrum is mandatory reading for any leader, whether they're leading troops on the battlefield or in the marketplace. The challenges of today's world don't permit the luxury of slow, inefficient work. Success requires tremendous speed, enormous productivity, and an unwavering commitment to achieving results. In other words, success requires Scrum.' - U.S. General BARRY McCAFFREY'Jeff Sutherland is the master of creating high-performing teams. The subtitle of this book understates Scrum's impact. If you don't get three times the results in one-third the time, you aren't doing it right!' - SCOTT MAXWELL, Founder & Senior Managing Director, OpenView Venture Partners'This deceptively simple system is the most powerful way I've seen to improve the effectiveness of any team. I started using it with my business and family halfway through reading the book. - LEO BABAUTA, creator of ZEN HABITS'[Scrum] dramatically increases productivity while reducing employees' frustrations with the typical corporate nonsense. This book is the best description I've seen of how this process can work across many industries. Senior leaders should not just read the book - they should do what Sutherland recommends.' - PROFESSOR JEFFREY PFEFFER, Stanford Business School; co-author of THE KNOWING-DOING GAPTrade ReviewFull of engaging stories and real-world examples. The project management method known as Scrum may be the most widely deployed productivity tool among high-tech companies. On a mission to put this tool into the hands of the broader business world for the first time, Jeff Sutherland succeeds brilliantly. * Eric Ries, New York Times bestselling author of The Lean Startup *Required reading. * The Times (Book of the Week) *Engaging, persuasive and extremely practical...Scrum provides a simple framework for solving what seem like intractable and complicated work problems. It’s hard to make forward progress when you can’t see your impediments clearly. Sutherland offers a lens to remedy that. Amazingly, this book will not only make your life at work and home easier, but also, better and happier. * Shawn Achor, New York Times bestselling author of Before Happiness and The Happiness Advantage *This book contains immense practical value that could be transformative for your company. If you have a project that requires people to accomplish, your first act should be to read and be guided by Scrum. * Stephen Lundin, New York Times bestselling author of Fish: A Remarkable Way to Boost Morale and Improve Performance *Scrum is mandatory reading for any leader, whether they’re leading troops on the battlefield or in the marketplace. The challenges of today’s world don’t permit the luxury of slow, inefficient work. Success requires tremendous speed, enormous productivity, and an unwavering commitment to achieving results. In other words success requires Scrum. * General Barry McCaffrey *
£10.44
In Easy Steps Limited Project, Program & Portfolio Management in easy
Book SynopsisProject Program and Portfolio Management (P3M) represents project management taken to the enterprise level. It is increasingly being recognised as critical to the success of projects in large organizations, such as governments and multinational corporations. Conversely, it is also being recognised that failure to implement it in an organization will often result in a string of poor performing and failed projects. While P3M should therefore be considered critical for large organisations, it can also play a significant part in improving the success and financial payback of projects in any size of business.Whether you will be commissioning, running, involved in the delivery of, or are just interested in the possibilities that program and portfolio management can bring, Project Program and Portfolio Management in easy steps will give you a good understanding of the subject. The few books that have been published on the subject to date tend to be technical manuals or theoretical text books, rather than hands-on guides. So, if you need to get up to speed on the subject quickly, this book is for you. It will show you how to implement program and/or portfolio management in easy steps and how to get the greatest benefit from using one or both in your organization. Note from the author:In case you were wondering why there isn't a comma after Project in the title of the book, it's because the book doesn't cover project management, it covers project program management and portfolio management, which are developments from and extensions to project management. A project program refers to a series of projects that are related, and together will achieve a major change in a business. A portfolio refers to the total set of all the projects and programs being carried out in a business at any given time. Although I have included a chapter on project management, it is not intended to be a complete coverage of the subject. It is only included to establish a baseline from which to compare and contrast program management and portfolio management. For a complete coverage of project management, I would recommend Effective Project Management in easy steps, 2nd edition or Agile Project Management in easy steps, 2nd edition if you are working in an agile project environment.
£10.44
J Ross Publishing Project Scheduling and Cost Control: Planning,
Book Synopsis
£46.80
CRC Press PgMPÂ Practice Test Questions
Book SynopsisUp to date with the fourth edition of PMIâs Program Management Standard, PgMP Practice Test Questions: 1000+ Practice Exam Questions for the PgMP Examination contains more than 1,000 practice questions to help readers hone their knowledge and test their skills. It covers all five of the program management domains: Strategic Program Management, Program Management Life Cycle, Benefits Management, Stakeholder Management, and Governance. It also examines all of the sub domains of the lifecycle domain. With an easy-to-use format, this is an ideal resource for those preparing to take the PgMP exam.Table of ContentsIntroduction and Program Management Performance Domains. Program Strategy Alignment. Program Benefits Management. Program Stakeholder Engagement. Program Governance. Program Life Cycle Management. Program Activities. Initiating Process Group. Planning Process Group. Executing Process Group. Monitoring and Controlling Process Group. Closing Process Group
£40.84
Wolters-Noordhoff B.V. Project Management: A Practical Approach
Book SynopsisProject Management introduces business and management students to project-based working as a means to tackle projects successfully in a unique and accessible way.Not only in business circles, but also in the field of education, increasingly more activities are performed using a project-based approach. Consider, for example, comprehensive study assignments, internal projects and projects during work placements and the final stages of a degree. This book's line of approach is practice-oriented. Based on assignments, groups of two to three students work on a project plan and an executive summary. Students can also opt for a ‘real’ assignment for a company or for one of the cases of the accompanying website.Added to this fifth edition are examples and illustrations, new sections about various subjects and a chapter about the flexible project approach Scrum.Table of ContentsIntroduction PART 1Practical Theory 1 The project 1.1 Types of activities, types of work 1.2 Examples of projects 1.3 What is a project? 1.4 Moving from improvised to project based to routine activities 1.5 Types of projects 1.6 Things to remember 1.7 Doing things in phases 1.8 Why do things in phases? 1.9 The phases of a project: an illustration 1.10 When to do it as a project 1.11 Lifecycle of a project 1.12 Projects should be SMART 1.13 Carrying out the projects in this book Assignments 2 People working on projects 2.1 Line organisation 2.2 The project organisation 2.3 The project sponsor 2.4 Future users 2.5 The project manager 2.6 The project members 2.7 Relationship sponsor and project manager 2.8 Task-oriented and people-oriented leadership 2.9 Working on a project 2.10 Team roles according to Belbin 2.11 Digital tools for collaboration 2.12 Team agreements 2.13 Creativity and brainstorming 2.14 Negotiating 2.15 Making decisions in a project 2.16 Related projects 2.17 Outsourcing a project 2.18 Projects and cultural differences Assignments 3 The project from start to finish 3.1 Organising and carrying out the project 3.2 Reasons for starting the project 3.3 From reasons to do a project to actually doing the project itself 3.4 Project proposal 3.5 Initial meeting with the sponsor 3.6 Setting up the project 3.7 Project start-up meeting 3.8 Design and preparation 3.9 Realisation of the project result 3.10 Completion of the project 3.11 Project in time 3.12 Monitoring aspects of a project 3.13 Monitoring projects in practice 3.14 Why projects fail 3.15 Project risks 3.16 Terminating a project prematurely 3.17 Project management: methods Assignments 4 Planning 4.1 Why plan? 4.2 Concepts and terms 4.3 Gantt charts 4.4 Network diagrams 4.5 Deriving a Gantt chart from a network diagram 4.6 Adjustments to a planning 4.7 Which activities are required? 4.8 Planning software 4.9 Using planning software 4.10 Planning a large project in phases 4.11 Time management 4.12 Mini-course on MS Project on the website Assignments PART 2How to do a project: methods and tools 5 How to do a project – the P6-Method 5.1 The P6-Method 5.2 Overview of the six steps 5.3 Step 1: Initiating the project 5.4 Step 2: Organising the project 5.5 Step 3: Writing a project plan 5.6 Step 4: Executing the project 5.7 Step 5: Delivering the project’s results 5.8 Step 6: Finalizing the project Assignments 6 Writing a project plan 6.1 The project plan 6.2 Dividing the project plan into sections 6.3 Background information 6.4 The project’s results 6.5 Project activities 6.6 Project scope and conditions 6.7 Intermediate results 6.8 Quality control 6.9 The project organisation 6.10 Planning 6.11 Costs and benefits 6.12 Risk analysis 6.13 Writing the project plan 6.14 The project’s files Assignments 7 Using Scrum 7.1 Scrum 7.2 Scrum applications 7.3 The benefits and drawbacks of Scrum 7.4 Scrum components 7.5 Roles within Scrum 7.6 Information during the Scrum process 7.7 Meetings during the Scrum process Assignments 8 Organising meetings 8.1 Project meeting 8.2 Preparing for the meeting 8.3 The meeting’s agenda 8.4 The meeting itself 8.5 After the meeting Assignments 9 Conducting interviews 9.1 Types of interviews 9.2 The three stages of an interview Assignments 10 Writing a report 10.1 Preparing to write the report 10.2 Putting the report together 10.3 The structure of the report 10.4 The main contents and finishing touches to the report Assignments 11 Holding a presentation 11.1 Organisation and contents of a presentation 11.2 Using an overhead projector or screen 11.3 The structure of a presentation 11.4 The presentation itself Assignments 12 Making an executive summary 12.1 The purpose of an executive summary 12.2 The components of an executive summary Assignments Final Assignments Appendix 1 Risk Analysis Appendix 2 Website www.projectmanagement-english.noordhoff.nl Bibliography About the author Index
£42.74
Burke Publishing Fundamentals of Project Management 2ed
Book Synopsis
£21.21
