Project management Books
HarperCollins Focus Come Up for Air
Book SynopsisA much-needed guide to efficient collaboration in today's workplace.
£11.69
John Wiley & Sons Inc Industrial Megaprojects
Book Synopsis
£58.50
Taylor & Francis IDEASâA Secret Weapon for Business
Book SynopsisWe all need creative ideas for solving challenging problems, innovating, and reconciling dilemmas. IDEAS sets forth what every executive should know about contributing to collaborative environments, thinking like a designer, and leading teams.This book suggests a distinctive framework for collaboration informed by design thinking. Collaboration under the umbrella of such a process can be optimally effective in triggering inspiration, leading to fresh ideas that are highly responsive to stakeholders. Collaborative design thinking cannot be reduced to an algorithm; unlike math and science problems there is no single, right answer. Nor are there formulaic or simplistic approaches, which may limit creative possibilities to solving problems or conceiving the right questions. This book will therefore: Render accessible the solution-oriented abilities that we all possess by providing practical tools for thinking imaginatively and critically Demonstrate that elem
£32.99
Bloomsbury Publishing PLC Crisis Leadership
Book SynopsisCrisis Leadership examines the challenges faced by leaders at each stage of the crisis lifecycle', and offers a unique insight into the lessons learned by people in the most challenging of situations.Anyone in a leadership position is only too aware that we live in uncertain times: disaster can strike any business, at any time, and usually without warning. Public institutions, too, face a range of threats from global recession, resurgent terrorism and a stream of appalling natural disasters. For leaders in such organisations, these crisis situations can present both opportunities and threats. How they lead through such challenging times will propel their careers to new heights or destroy them completely.Crisis Leadership examines the challenges faced by leaders at each stage of the crisis lifecycle', from the instant they learn of the crisis, through to moments of critical decision-making and the final tumultuous days. Tim Johnson offers a unique insight into theTable of ContentsIntroduction Part One 1. What is a crisis? And what is effective crisis leadership? 2. Giving ourselves a fighting chance of succeeding Part Two 3. Commencing crisis leadership 4. The challenges of making decision and setting (early) strategy 5. Crisis team leadership 6. Crisis leadership in public 7. Crisis leadership in private 8. When crisis leadership ends Part Three 9. Preparing crisis leaders Notes Index
£28.50
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
Penguin Books Ltd Accomplishment
Book Synopsis''Excellent . . . reveals that high accomplishment has a signature pattern that reoccurs from sport to politics to business to government'' Matthew SyedThere is no secret formula for success, especially when tackling a new challenge. But what if there were a pattern you could follow? A way of mapping the route and navigating the obstacles that arise?Michael Barber has spent many years advising governments, businesses and major sporting teams around the world on how to achieve ambitious goals on time. Drawing on stories of historic visionaries and modern heroes - from Mary Fischer and Rosa Parks to Paula Radcliffe and Gareth Southgate - Barber presents a unique combination of personal anecdote, historical evidence and interviews from inspirational figures to unpack the route to success.Trade ReviewFull of unexpected insights and personal anecdotes . . . Sir Michael is a quietly inspirational leader -- John Rentoul * Independent *An excellent analysis that reveals that high accomplishment has a signature pattern that reoccurs from sport to politics to business to government. Few people are better placed to describe this pattern than Michael Barber - who has stellar achievements in all these fields -- Matthew Syed
£10.44
Oxford University Press Projects
Book SynopsisWhat is a project? How are projects organized to deal with a complex, rapidly changing, and uncertain world? Why are projects the organization of the future? A project is a temporary organization and one-time process established to achieve a desired outcome. Projects range in size from small teams to large international joint-ventures and temporary coalitions of public and private organizations. What distinguishes projects from all other organizational activities - such as mass produced products and services - is that a project is finite in duration, lasting from hours, days, or weeks to years, and in some cases decades. Each project is disposable. It brings together people and resources to accomplish a goal and when the goal is accomplished, the organization disappears. When projects are complex, unpredictable, and changing, their plans have to be flexible and able to adjust to situations that cannot foreseen at the outset. In this Very Short Introduction Andrew Davies looks at how projects have developed since the industrial revolution to create the human-built world in which we live, work, and play. Considering some of our greatest endeavours such as the Erie Canal, Apollo Moon landing, Japanese product development, and Chinese ecocity projects, Davies identifies how projects are organized and managed to design and produce large and complex systems, cope with fast changing conditions, and deal with the immense uncertainties required to create breakthrough innovations in products and services. He concludes by considering how projects could be organized to address the challenges facing the post-industrial society of the 21st century. ABOUT THE SERIES: The Very Short Introductions series from Oxford University Press contains hundreds of titles in almost every subject area. These pocket-sized books are the perfect way to get ahead in a new subject quickly. Our expert authors combine facts, analysis, perspective, new ideas, and enthusiasm to make interesting and challenging topics highly readable.Trade ReviewA goldmine of insights into project management -- how it is actually done and how it could be done better. Andrew Davies should be read by anyone interested in understanding and improving the management of projects. * Bent Flyvbjerg, Professor and Chair at Oxford University's Saïd Business School, co-author of Megaprojects and Risk *Andy Davies has written a concise and engaging intellectual history of project management theory and practice, filled with detailed case studies -- recommended reading for all scholars and practitioners of project management. This book is a little gem. * Raymond Levitt, Stanford University. *If you are considering a career in project management or are already involved in one or more projects and want to know how to improve the system then let this book become your bible ... Projects: A Very Short Introduction ... offers a veritable goldmine of insights, anecdotes and analysis of the very basics of project management, showing how it is done, and advising on how it can be done better. * Jade Taylor-Salazar, E&T Magazine *Table of ContentsPREFACE; REFERENCES; FURTHER READING; INDEX
£9.49
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.
£28.79
John Wiley & Sons Inc Project Management For Dummies
Book SynopsisTable of ContentsIntroduction 1 About This Book 2 Foolish Assumptions 2 Icons Used in This Book 3 Beyond the Book 4 Where to Go from Here 4 Part 1: Getting Started With Project Management 7 Chapter 1: Project Management: The Key to Achieving Results 9 Determining What Makes a Project a Project 10 Understanding the three main components that define a project 11 Recognizing the diversity of projects 12 Describing the four phases of a project life cycle 14 Adopting a Principled Approach to Project Management 16 Starting with stewardship and leadership 17 Continuing with team and stakeholders 18 Delivering value and quality 19 Handling complexity, opportunities, and threats 20 Exhibiting adaptability and resilience 22 Thinking holistically and enabling change 23 What Happened to Process Groups and Knowledge Areas? 25 Do You Have What It Takes to Be an Effective Project Manager? 26 Questions 27 Answer key 27 Relating This Chapter to the PMP Exam and PMBOK 7 28 Chapter 2: I’m a Project Manager! Now What? 31 Knowing the Project Manager’s Role 31 Looking at the project manager’s tasks 32 Staving off excuses for not following a structured project management approach 32 Avoiding shortcuts 33 Staying aware of other potential challenges 35 Aligning with the Four Values that Comprise the Code of Ethics 36 The price of greatness is responsibility 36 R-e-s-p-e-c-t, find out what it means to your project 37 Maintaining fairness 37 Honesty is the best policy 38 Relating This Chapter to the PMP Exam and PMBOK 7 39 Chapter 3: Beginning the Journey: The Genesis of a Project 41 Gathering Ideas for Projects 42 Looking at information sources for potential projects 43 Proposing a project in a business case 43 Developing the Project Charter 45 Performing a cost-benefit analysis 46 Conducting a feasibility study 48 Generating documents during the development of the project charter 49 Deciding Which Projects to Move to the Second Phase of Their Life Cycle 50 Tailoring Your Delivery Approach 51 For the organization 52 For the project 53 Identifying the Models, Methods, and Artifacts to Use 54 Relating This Chapter to the PMP Exam and PMBOK 7 60 Chapter 4: Knowing Your Project’s Stakeholders: Involving the Right People 63 Understanding Your Project’s Stakeholders 64 Developing a Stakeholder Register 64 Starting your stakeholder register 65 Ensuring your stakeholder register is complete and up-to-date 70 Using a stakeholder register template 71 Determining Whether Stakeholders Are Drivers, Supporters, or Observers 73 Deciding when to involve your stakeholders 75 Using different methods to involve your stakeholders 78 Making the most of your stakeholders’ involvement 78 Displaying Your Stakeholder Register 79 Confirming Your Stakeholders’ Authority 80 Assessing Your Stakeholders’ Power and Interest 82 Relating This Chapter to the PMP Exam and PMBOK 7 84 Chapter 5: Clarifying What You’re Trying to Accomplish — And Why 85 Defining Your Project with a Scope Statement 86 Looking at the Big Picture: Explaining the Need for Your Project 90 Figuring out why you’re doing the project 90 Drawing the line: Where your project starts and stops 100 Stating your project’s objectives 101 Marking Boundaries: Project Constraints 106 Working within limitations 106 Dealing with needs 109 Facing the Unknowns When Planning: Documenting Your Assumptions 109 Presenting Your Scope Statement in a Clear and Concise Document 110 Relating This Chapter to the PMP Exam and PMBOK 7 111 Chapter 6: Developing Your Game Plan: Getting from Here to There 113 Divide and Conquer: Breaking Your Project into Manageable Chunks 114 Thinking in detail 114 Identifying necessary project work with a work breakdown structure 116 Dealing with special situations 124 Creating and Displaying Your Work Breakdown Structure 127 Considering different schemes to create your WBS hierarchy 128 Using one of two approaches to develop your WBS 129 Categorizing your project’s work 130 Labeling your WBS entries 132 Displaying your WBS in different formats 133 Improving the quality of your WBS 136 Using templates 137 Identifying Risks While Detailing Your Work 138 Documenting What You Need to Know about Your Planned Project Work 140 Relating This Chapter to the PMP Exam and PMBOK 7 141 Part 2: Planning Time: Determining When and How Much 143 Chapter 7: You Want This Project Done When? 145 Picture This: Illustrating a Work Plan with a Network Diagram 146 Defining a network diagram’s elements 146 Drawing a network diagram 148 Analyzing a Network Diagram 149 Reading a network diagram 150 Interpreting a network diagram 151 Working with Your Project’s Network Diagram 156 Determining precedence 156 Using a network diagram to analyze a simple example 160 Developing Your Project’s Schedule 164 Taking the first steps 165 Avoiding the pitfall of backing in to your schedule 166 Meeting an established time constraint 167 Applying different strategies to arrive at your picnic in less time 167 Estimating Activity Duration 172 Determining the underlying factors 173 Considering resource characteristics 174 Improving activity duration estimates 174 Displaying Your Project’s Schedule 176 Relating This Chapter to the PMP Exam and PMBOK 7 179 Chapter 8: Establishing Whom You Need, How Much of Their Time, and When 181 Getting the Information You Need to Match People to Tasks 182 Deciding what skills and knowledge team members must have 183 Representing team members’ skills, knowledge, and interests in a skills matrix 187 Estimating Needed Commitment 189 Using a human resources matrix 189 Identifying needed personnel in a human resources matrix 191 Estimating required work effort 192 Factoring productivity, efficiency, and availability into work-effort estimates 193 Reflecting efficiency when you use historical data 194 Accounting for efficiency in personal work-effort estimates 196 Ensuring Your Project Team Members Can Meet Their Resource Commitments 198 Planning your initial allocations 198 Resolving potential resource overloads 200 Coordinating assignments across multiple projects 202 Relating This Chapter to the PMP Exam and PMBOK 7 205 Chapter 9: Planning for Other Resources and Developing the Budget 207 Determining Non-Personnel Resource Needs 208 Making Sense of the Dollars: Project Costs and Budgets 210 Looking at different types of project costs 210 Recognizing the three stages of a project budget 212 Refining your budget as your project progresses 213 Determining project costs for a detailed budget estimate 215 Relating This Chapter to the PMP Exam and PMBOK 7 219 Chapter 10: Venturing into the Unknown: Dealing with Risk 221 Defining Risk and Risk Management 222 Focusing on Risk Factors and Risks 223 Recognizing risk factors 224 Identifying risks 226 Assessing Risks: Probability and Consequences 229 Gauging the likelihood of a risk 230 Estimating the extent of the consequences 232 Getting Everything under Control: Managing Risk 234 Choosing the risks you want to manage 235 Developing a risk management strategy 236 Communicating about risks 237 Preparing a Risk Management Plan 239 Relating This Chapter to the PMP Exam and PMBOK 7 240 Part 3: Group Work: Putting Your Team Together 243 Chapter 11: Aligning the Key Players for Your Project 245 Defining Three Organizational Environments 246 The functional structure 246 The projectized structure 248 The matrix structure 250 Recognizing the Key Players in a Matrix Environment 253 The project manager 253 Project team members 255 Functional managers 255 The project owner 256 The project sponsor 256 Upper management 257 Working Successfully in a Matrix Environment 258 Creating and continually reinforcing a team identity 258 Getting team member commitment 259 Eliciting support from other people in the environment 259 Heading off common problems before they arise 260 Relating This Chapter to the PMP Exam and PMBOK 7 261 Chapter 12: Defining Team Members’ Roles and Responsibilities 263 Outlining the Key Roles 264 Distinguishing authority, responsibility, and accountability 264 Understanding the difference between authority and responsibility 265 Making Project Assignments 265 Delving into delegation 266 Sharing responsibility 271 Holding people accountable — even when they don’t report to you 272 Picture This: Depicting Roles with a Responsibility Assignment Matrix 276 Introducing the elements of a RAM 277 Reading a RAM 278 Developing a RAM 280 Ensuring your RAM is accurate 281 Dealing with Micromanagement 284 Realizing why a person micromanages 284 Gaining a micromanager’s trust 285 Working well with a micromanager 286 Relating This Chapter to the PMP Exam and PMBOK 7 286 Chapter 13: Starting Your Project Team Off on the Right Foot 287 Finalizing Your Project’s Participants 288 Are you in? Confirming your team members’ participation 288 Assuring that others are on board 291 Filling in the blanks 292 Developing Your Team 293 Reviewing the approved project plan 294 Developing team and individual goals 295 Specifying team member roles 295 Defining your team’s operating processes 296 Supporting the development of team member relationships 297 Resolving conflicts 297 All together now: Helping your team become a smooth-functioning unit 300 Laying the Groundwork for Controlling Your Project 303 Selecting and preparing your tracking systems 303 Establishing schedules for reports and meetings 304 Setting your project’s baseline 305 Hear Ye, Hear Ye! Announcing Your Project 305 Setting the Stage for Your Project Retrospective 306 Relating This Chapter to the PMP Exam and PMBOK 7 306 Part 4: Steering the Ship: Managing Your Project to Success 309 Chapter 14: Tracking Progress and Maintaining Control 311 Holding On to the Reins: Monitoring and Controlling 312 Establishing Project Management Information Systems 314 The clock’s ticking: Monitoring schedule performance 315 All in a day’s work: Monitoring work effort 322 Follow the money: Monitoring expenditures 327 Putting Your Control Process into Action 330 Heading off problems before they occur 330 Formalizing your control process 331 Identifying possible causes of delays and variances 333 Identifying possible corrective actions 334 Getting back on track: Rebaselining 334 Reacting Responsibly When Changes Are Requested 335 Responding to change requests 336 Creeping away from scope creep 337 Relating This Chapter to the PMP Exam and PMBOK 7 338 Chapter 15: Keeping Everyone Informed 339 I Meant What I Said and I Said What I Meant: Successful Communication Basics 340 Breaking down the communication process 341 Distinguishing one-way and two-way communication 341 Can you hear me now? Listening actively 342 Choosing the Appropriate Medium for Project Communication 344 Just the facts: Written reports 345 Moving it along: Meetings that work 346 Preparing a Written Project Progress Report 350 Making a list (of names) and checking it twice 350 Knowing what’s hot (and what’s not) in your report 351 Earning a Pulitzer, or at least writing an interesting report 352 Holding Key Project Meetings 355 Regularly scheduled team meetings 356 Ad hoc team meetings 357 Executive leadership progress reviews 357 Preparing a Project Communications Management Plan 358 Relating This Chapter to the PMP Exam and PMBOK 7 359 Chapter 16: Encouraging Peak Performance by Providing Effective Leadership 361 Exploring the Differences between Leadership and Management 362 Recognizing the Traits People Look for in a Leader 363 Developing Personal Power and Influence 365 Understanding why people do what you ask 365 Establishing the bases of your power 367 You Can Do It! Creating and Sustaining Team Member Motivation 368 Increasing commitment by clarifying your project’s benefits 369 Encouraging persistence by demonstrating project feasibility 370 Letting people know how they’re doing 371 Providing rewards for work well done 372 Leading a Diverse, Equitable, and Inclusive Project Team 373 Diversity is an asset worthy of inclusion 374 Equity is a choice – choose it 375 Relating This Chapter to the PMP Exam and PMBOK 7 375 Chapter 17: Bringing Your Project to Closure 377 Staying the Course to Completion 378 Planning ahead for your project’s closure 379 Updating your initial closure plans when you’re ready to wind down the project 380 Charging up your team for the sprint to the finish line 380 Handling Administrative Issues 381 Providing a Smooth Transition for Team Members 381 Surveying the Results: The Project Retrospective Evaluation 384 Preparing for the evaluation throughout the project 384 Setting the stage for the evaluation meeting 386 Conducting the evaluation meeting 387 Following up on the evaluation 389 Relating This Chapter to the PMP Exam and PMBOK 7 389 Part 5: Taking Your Project Management to the Next Level 391 Chapter 18: Using Newer Methods and Resources to Enhance Your Project Management 393 Taking a Look at the Agile Approach to Project Management 394 Understanding what drives the Agile approach 394 Taking a look at the elements of Agile when implemented through Scrum 396 Comparing the Agile and traditional (Waterfall) approaches 397 Using Computer Software Effectively 398 Looking at your software options 399 Helping your software perform at its best 404 Introducing project management software into your organization 406 Using Social Media to Enhance Project Management 407 Defining social media 408 Exploring how social media can support your project planning and performance 409 Using social media to support your project communications 411 Relating This Chapter to the PMP Exam and PMBOK 7 412 Chapter 19: Monitoring Project Performance with Earned Value Management 413 Defining Earned Value Management 414 Getting to know EVM terms and formulas 414 Looking at a simple example 418 Determining the reasons for observed variances 420 The How-To: Applying Earned Value Management to Your Project 421 Determining a Task’s Earned Value 425 Relating This Chapter to the PMP Exam and PMBOK 7 429 Part 6: The Part of Tens 431 Chapter 20: Ten Questions to Ask Yourself as You Plan Your Project 433 What’s the Purpose of Your Project? 433 Whom Do You Need to Involve? 434 What Results Will You Produce? 434 What Constraints Must You Satisfy? 435 What Assumptions Are You Making? 435 What Work Has to Be Done? 435 When Does Each Activity Start and End? 436 Who Will Perform the Project Work? 436 What Other Resources Do You Need? 437 What Can Go Wrong? 437 Chapter 21: Ten Tips for Being a Better Project Manager 439 Be a “Why” Person 439 Be a “Can Do” Person 440 Think about the Big Picture 440 Think in Detail 440 Assume Cautiously 440 View People as Allies, Not Adversaries 441 Mean What You Say and Say What You Mean 441 Respect Other People 441 Acknowledge Good Performance 442 Be a Manager and a Leader 442 Appendix: Combining the Techniques Into Smooth-Flowing Processes 443 Index 449
£19.54
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
Taylor & Francis Goal Directed Project Management
Book SynopsisGDPM is a method developed by the authors based on practical experience. It has been refined over 40 years, and still widespread as curricular in universities/colleges and adopted as standard approach by organizations all over the world.The book is different from other textbooks in project management as it is a focused approach on how to do it, rather than general discussion. The book emphasizes PSO (People, System and Organisational development), the need to develop People (training and motivation) and Organization in conjunction with Systems/technical development if you want desired results. The book presents detailed and practical guidance on how to plan, organize and control PSO projects through hierarchical planning with practical methods and tools (milestone and activity planning and responsibility charts). Uncertainty and multi project management is also covered.New in this edition is benefit realization. Most of the work on benefits realization takes place after the deliveries have been completed, but a lot can be implemented within the framework of the project. Research shows that the greatest degree of project success is achieved when there is a close relationship between benefits realization and project management, and between project owner and project manager.
£44.99
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
Pearson Education Project Management
Book SynopsisHarvey Maylor is a Professor of Management Practice at the Saïd Business School, University of Oxford. Prior to his professorship, he was the Founding Director of the International Centre for Programme Management at Cranfield University. A researcher and teacher, Harvey is also a consultant to global firms, charities, and governments on projects. Neil Turner is a Professor at Cranfield School of Management. With a background as an engineering manager, he joined following a career in a major multinational telecommunications firm. He has published widely in prestigious journals and teaches project studies on Executive Education, Master's, and Doctoral Courses.Table of ContentsList of figures and tables Guided tour Preface Acknowledgements Making sense of the project context Introduction Structures and frameworks Projects and organisations Managing the project process: the 4-D model D1: Define it Setting up for success Planning for success D2: Design it Time planning and scheduling Making time planning robust: Advanced Project Thinking (APT) Building a business case for a project Engaging stakeholders Managing risks and opportunities D3: Do it Organising people in the project Leading people in projects Monitoring and controlling the project Procuring, contracting, and working with supply chains Problem-solving and decision-making D4: Develop it Completing projects and learning to improve Index Publisher's Acknowledgments
£65.99
Project Management Institute Introduction to Disciplined Agile Delivery
Book SynopsisHow does a small development team in an established enterprise apply Disciplined Agile (DA) strategies to successfully improve their agility and provide real valueto their stakeholders? Find out how in Introduction to Disciplined Agile Delivery Second Edition. This guide to Disciplined Agile Delivery (DAD) provides the foundation from which to scale agile and lean software development strategies, enabling teams to succeed in the unique situations they face-remembering that context counts.Starting with a Scrum-based approach, we'll show you how the team learns from their experiences and evolves into a lean life cycle, then to a continuous delivery lifecycle within a DevOps environment. We begin with an overview of DAD and work through a case study that describes a team's learnings through several releases of a mission-critical solution.You'll find out how DAD: Gives you the flexibility to use various approaches while covering gaps not addressed by mainstream agile practices; Describes proven strategies that show how programming, design, testing, architecture, analysis, deployment, and many more aspects of solution delivery fit together in a streamlined whole; Shows you how to turn the agile software development dial all the way up!
£13.46
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
BCS, the Chartered Institute for IT Super User Networks for Software Projects: Best
Book SynopsisTo successfully compete in the modern world, organisations are accelerating their digital transformations. It is essential for them to utilise best practice methods when implementing new systems and adopting new technologies. The Super User Model is a proven methodology for delivering digital transformation projects, including large scale transitions.This book is designed to help project, learning and change professionals who are responsible for this delivery by introducing the Super User Model and how to use it. It provides the tools, techniques, and theory needed to plan out where and how Super Users can add value at each phase of a project - across software design, change management, testing, and training - and to manage Super User Networks beyond the transition into business as usual for sustained benefits.If your organisation is investing in new technology, you cannot afford not to use Super Users in taking the latest step in your digital transformation journey.
£33.24
Momentum Press Project Management: A Common Sense Guide to the PMBOK, Part One - Framework and Schedule
Book SynopsisThe Guide to the Project Management Body of Knowledge published by the Project Management Institute provides a roadmap of 47 processes designed to support project managers in all phases of project management. The sheer number of processes and their allocation across process groups and knowledge areas may leave project managers in a quandary about where to start and how to apply the many components of project management processes. What is lacking is a simple explanatory guide for the layman that clarifies the ""big picture"" of the Project Management Body of Knowledge (PMBOK). This explains where a project manager should begin when managing projects, and how the project manager can easily make use of the PMBOK framework to progress from an initial idea to a project schedule.
£40.80
Springer Nature Switzerland AG How Megaprojects Are Damaging Nigeria and How to
Book SynopsisSince 1960, two-thirds of very large governmental projects in Nigeria have not only failed, but been abandoned mid-course. This presents a bigger failure rate than mega projects elsewhere, and yet there is no available data or analysis to help us understand the reasons behind such failures. This book provides an authoritative examination into why very large projects in Nigeria have failed so badly, and provides practical recommendations on how the Nigerian government can improve its project performance.Drawing on data from 38 very large projects (19 completed and 19 abandoned) with a total budget of over $25B, this book presents detailed analysis of these projects and in-depth case studies 11 of the projects, and presents lessons for improvement. Through this, the authors have identified a small number of key success drivers, and argue that making moderate improvements on any of them would, on average, save hundreds of millions of dollars on one large project alone.This book is a game-changer in the management of government mega projects in Nigeria. With clear implications for other developing economies, this is a vital resource for project management practitioners, executives and civil servants.This is an open access book.Table of Contents1 Introduction: The Project Abandonment Problem. References. 2 What We Know About the Management of Very Large Projects. 2.1 Project Success Factors as Lists. 2.2 The Project Success Frameworks of Miller and Lessard and Morris and Hough. 2.2.1 Miller and Lessard (2000). 2.2.2 Morris and Hough (1987). 2.3 The Nigerian Context. 2.4 The Extended Theoretical Framework. 2.5 What About Corruption?. References. 3 Structure of the Investigation. 3.1 Overview of the Approach Taken in This Study. 3.2 Construction and Execution of the Survey. 3.3 Construction of the Sample of Projects. 3.4 Construction of the Case Studies. Appendix: Full Questionnaire as It Was Administered. Our Request. Project Variables. References. 4 A Description of the 38 Matched Projects. 4.1 Lagos-Ibadan Express Road. 4.2 Lagos-Badagry Express Road. 4.3 Third Mainland Bridge. 4.4 Second Niger Bridge. 4.5 Egbin Power Station. 4.6 Calabar Power Station. 4.7 Zungeru Hydropower Plant. 4.8 Delta State (Oghareki) Power Plant. 4.9 Shiroro Hydroelectric Power Station. 4.10 Omoku Power Plant Station. 4.11 Mambilla Hydroelectric Power. 4.12 Ajaokuta Steel Project. 4.13 Kanji Dam. 4.14 Otukpo Dam. 4.15 Nigeria Satellite 2. 4.16 Nigeria Satellite 1. 4.17 Airtel Nigeria. 4.18 Nigerian Telecommunications Limited (NITEL). 4.19 Godswill Akpabio International Stadium. 4.20 (Samuel) Ogbemudia Stadium. 4.21 Abuja International Airport. 4.22 Lagos MMA2 Airport. 4.23 Yenagoa International Cargo Airport. 4.24 Jigawa Airport Project. 4.25 Tin Can Island Port. 4.26 Calabar Seaport. 4.27 Victoria Garden City (VGC) Housing Estate. 4.28 Festac Town Federal Housing Estate. 4.29 1004 Housing Estate. 4.30 Abuja Mass Federal Housing Project. 4.31 Olusegun Obasanjo Presidential Library. 4.32 Abuja National Library. 4.33 Nigerian Youth Empowerment Scheme (N-Power). 4.34 Nigeria Subsidy Reinvestment and Empowerment Programme (SURE-P). 4.35 Lagos State Waste Management Authority (LAWMA). 4.36 Cleaner Lagos Initiative (Visionscape). 4.37 University College Teaching Hospital (UCH) Ibadan. 4.38 University of Abuja Teaching Hospital (UATH). References. 5 Insights from the Analysis of the Questionnaires. 5.1 Variable Distributions and Variable Capability to Detect Differences Across Projects. 5.1.1 Each Respondent Type Adds Unique Perspectives and Information. 5.1.2 The Variables Capture Robust Differences Between Abandoned and Completed Projects. 5.2 Condensing Variables into Aggregated Success Factors. 5.2.1 Approach. 5.2.2 Identifying the Factors. 5.3 Econometric Prediction of Project Completion. 5.4 Econometric Prediction of Cost and Schedule Overruns for Completed Projects. 5.4.1 Effect of Variables on Budget Overruns. 5.4.2 Effect of Variables on Schedule Overruns. 5.5 The Corrosive Effect of Corruption. Appendix 1 Correlations Among Independent Variables Across All 114 Responses. Appendix 2 Factor Analysis. Appendix 3 Specification of the Logistical Regression. Appendix 4 The Logistical Completion Probability Regression by Respondent Group. Appendix 5 Robustness Analysis: Cost Overrun Regressions by Respondent Group. Appendix 6 Robustness Analysis: Schedule Overrun Regressions by Respondent Group. 6 Two Library Projects. 6.1 The National Library of Nigeria in Abuja: An Abandoned Project. 6.1.1 Project Initiation. 6.1.2 Contract Signature and Execution. 6.1.3 Conclusion. 6.2 Olusegun Obasanjo Presidential Library: A Completed Project. 6.2.1 Project Initiation. 6.2.2 Project Execution and Outcome. 6.2.3 The Difference Between the Two Projects: In the Words of Former President Obasanjo. References. 7 Two Bridge Projects. 7.1 The Second Niger Bridge: A Stalled Project. 7.1.1 Project Initiation. 7.1.2 Contract Disputes and Recontracting. 7.1.3 Continued Stalling. 7.1.4 Diagnosis of the Reasons for Failure, in the Words of (Former) President Jonathan. 7.1.5 Conclusion. 7.2 The Third Mainland Bridge: A Completed Project. 7.2.1 Introduction. 7.2.2 Starting and Stalling. 7.2.3 Restarting the Project Under President Babangida. 7.2.4 Project Execution and Outcome. 7.2.5 Conclusion. References. 8 Two Power Plants. 8.1 Egbin Power Station, Ikorodu Lagos State: A Completed Project. 8.1.1 Initiation and Completion. 8.1.2 Success Conditions and Challenges. 8.1.3 Privatization and Trouble. 8.2 The Calabar Odukpani Power Station: Completed but with Little Delivery. 8.2.1 Project Initiation. 8.2.2 Project Complications and Delays. 8.2.3 Delivery of the Calabar Power Station in 2015. 8.2.4 What Has Been Delivered? Lessons from the Project. References. 9 Two Express Road Rehabilitation Projects. 9.1 The Lagos-Ibadan Express Road Rehabilitation: A Completed Project. 9.1.1 Original Construction of the Express Road. 9.1.2 A Reconstruction Project in a PPP Scheme. 9.1.3 Restructuring the Project as a Government-Owned Project. 9.1.4 Discussion. 9.2 Lagos-Badagry Express Road Rehabilitation: A Stalled Project. 9.2.1 Brief History. 9.2.2 Was the Problem the Fault of the Contractor?. 9.2.3 Dodgy Funding and Accounting. 9.2.4 Protest, Additional Funding and Patching Up. 9.2.5 Conclusion. References. 10 Two More Power Plants. 10.1 The Zungeru Dam/Hydropower Plant: A (Soon-to-Be) Completed Project. 10.1.1 Brief History. 10.1.2 Enabling Factors of Completion. 10.2 The Delta State Oghareki Power Plant: An Abandoned Project. 10.2.1 Initiation. 10.2.2 The Alleged Corruption. 10.2.3 Implications. References. 11 The Ajaokuta Steel Project. 11.1 Project Initiation. 11.2 Project Construction and Cessation by 1988. 11.3 The PPP Revival of 2000–2007. 11.4 The State of the Asset. 11.5 Conclusion. References. 12 Insights and Recommendations. 12.1 Summary and Discussion of the Findings. 12.2 Developing Solutions: Inspiration from Other Countries. 12.3 Recommendations. 12.3.1 Recommendations Part 1: Short-Term Changes. 12.3.2 Recommendations Part 2: Longer-Term Structural Changes. 13 Conclusion: The Government Responsibility.
£26.59
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.
£48.00
Pearson Education (US) The AI Revolution in Project Management
Book SynopsisDr. Vijay Kanabar is an associate professor and the director of Project Management Programs at Boston University's Metropolitan College. In recognition of his outstanding contributions to the field, he was honored with the PMI Linn Stuckenbruck Teaching Excellence Award in 2017. He has a track record of advising organizations such as Blue Cross Blue Shield, Staples, United Way, and Fidelity Investments on training and technology needs. As a distinguished author, he delved into AI research three decades ago, developing AI expert systems that aided project practitioners in cost estimation. Additionally, he holds certifications such as PMP, PMI-ACP, and CSM. Jason Wong is an IT leader at a Boston-based hospital and an adjunct professor at Boston University, where he teaches project, program, and portfolio management and shares his profound understanding of generative AI with students, guiding them to master the methods necessary for developing gTable of ContentsChapter 1 Dawn of A New Era Chapter 2 Stakeholders and Generative AI Chapter 3 Building and Managing Teams Using AI Chapter 4 Choosing A Development Approach With AI Chapter 5 AI-Assisted Planning for Predictive Projects Chapter 6 Adaptive Projects and AI Chapter 7 Monitoring Project Work Performance With AI Chapter 8 The Role of AI In Risk Management Chapter 9 Finalizing Projects with AI Chapter 10 AI Tools for Project Management Chapter 11 Looking Ahead
£25.59
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
Project Management Institute Business Analysis for Practitioners: A Practice
Book SynopsisBusiness Analysis for Practitioners: A Practice Guide provides practical resources to tackle the project-related issues associated with requirements and business analysis—and addresses a critical need in the industry for more guidance in this area. The practice guide begins by describing the work of business analysis. It identifies the tasks that are performed, in addition to the essential knowledge and skills needed to effectively perform business analysis on programs and projects.
£21.21
Project Management Institute The Standard for Program Management Fifth
Book Synopsis
£63.75
HarperCollins Focus Identifying and Managing Project Risk 4th Edition
Book SynopsisThe most essential component of every project manager’s job is the ability to identify potential risks before they cause unnecessary headaches and turmoil all around.All projects are inherently risky, and complex ones can potentially be the downfall for even the most experienced project manager. From technical challenges and resource issues to unrealistic deadlines and problems with your subcontractors, any number of things can go wrong.Fully updated, consistent with PMI® standards, and addressing “VUCA” (Volatility, Uncertainty, Complexity, and Ambiguity—the now-common business and project management acronym), this book remains the definitive resource for project managers seeking to be proactive in their efforts to guard against failure and minimize unwanted surprises.Identifying and Managing Project Risk draws on real-world situations and hundreds of risk examples to show you how to:Thoroughly d
£24.00
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
£13.49
CRC Press Introduction to Civil Engineering
Book SynopsisThis comprehensive new textbook bridges the gap between academic knowledge and professional practice in civil engineering, connecting traditionally separate course units into a cohesive whole that teaches readers to think like a civil engineer.The book traces civil engineering's evolution through influential historical figures while exploring how technology transforms the field. Across ten chapters, it covers engineering fundamentals, ethics, material science, biomimicry applications, mathematical modelling, design tools, and professional development. Readers gain practical understanding of everything from equation formulation and force analysis to software applications and construction management, with special emphasis on the iterative nature of design and the transition from theoretical knowledge to real-world application.Written primarily for civil engineering students transitioning to industry and early-career professionals seeking to master the profession, this guide also serves as a valuable resource for educators teaching civil engineering courses and experienced professionals requiring a refresher on fundamental principles that unite the various branches of this constantly evolving field.
£49.99
John Wiley and Sons Ltd Project Management in Construction
Book SynopsisAs with all previous editions of Project Management in Construction, this sixth edition focuses on systems theory as the approach suitable for organizing and managing people skilled in the design and completion of construction projects.Table of ContentsPreface viii 1 Introduction 1 1.1 Introduction 1 1.2 Evolution of Project Organisation 3 1.3 Management and Organisation 9 1.4 Definition of Construction Project Management 11 1.5 Objectives and Decisions 12 1.6 The Project Management Process and the Project Manager 12 1.7 Projects, Firms and Clients 14 1.8 The Contribution of Organisation Structure 18 1.9 Organisation Theory and Project Organisations 22 1.10 Relevance of Systems Theory 23 2 Organisation and the Construction Process 26 2.1 Introduction 26 2.2 The Classical Approach 27 2.3 The Behavioural Approach 30 2.4 The Socio-Technical Approach 32 2.5 The Systems Approach 33 2.6 Reconciling Diverse Approaches 42 2.7 Criticisms of the Systems Approach 44 2.8 Configuration Theory 45 2.9 Mintzberg’s Classification 46 2.10 Chaos and Complexity Theory 52 2.11 Postmodernism 56 2.12 Critical Theory 57 2.13 The Transaction Cost Approach 58 2.14 Many Paradigms 65 2.15 The Relevance of Temporary Organisations Generally to Construction Project Management 65 2.16 Virtual Organisation 68 2.17 Projects, Firms and Process 70 3 Systems Thinking and Construction Project Organisation 72 3.1 Introduction 72 3.2 Systems Concepts 76 3.3 Action of Environmental Forces 89 3.4 Negative Entropy, Adaption and Protected Environments 97 3.5 Growth, Differentiation, Interdependency and Integration 99 3.6 Feedback 101 3.7 Systems and Hierarchies 102 3.8 Increasing Challenges 104 3.9 Summary 105 4 Clients and Stakeholders 107 4.1 Introduction 107 4.2 Classification of Clients 114 4.3 Clients’ Objectives 120 4.4 Relationship of the Client’s Organisation and the Construction Process 123 4.5 Conflicting Objectives 126 4.6 Project Change 127 4.7 Role of the Client 128 4.8 Clients, Stakeholders and Sustainability 130 4.9 Practical Client Issues 132 5 The Project Team 139 5.1 Introduction 139 5.2 Firms and Project Teams 139 5.3 Relationship with the Client 144 5.4 Differentiation, Interdependency and Integration 145 5.5 Decisions and Their Effect on Structure 153 5.6 Differentiation and Integration in Practice 154 5.7 Organisational Culture 158 5.8 Partnering 163 5.9 Supply Chain Management 171 5.10 Trust between Construction Organisations Generally 175 6 A Model of the Construction Process 178 6.1 Introduction 178 6.2 Common Characteristics 178 6.3 Subsystems 184 6.4 The Operating System and the Managing System 190 6.5 The Functions of the Managing System 191 6.6 Pattern of Managing System Functions 197 6.7 Project Management Activities 199 6.8 Project Management Skills 204 6.9 Some Practical Considerations 205 6.10 Design of Organisation Structures 207 7 Authority, Power and Politics 209 7.1 Introduction 209 7.2 Authority 209 7.3 Power 212 7.4 Relationship between Authority and Power 212 7.5 The Sources of Power 213 7.6 Power and Interdependency 215 7.7 Politics in Organisations 215 7.8 Power and Leadership 218 7.9 Empowerment and Control 218 7.10 Power in Project Management 221 7.11 Politics, Projects and Firms 226 7.12 Empowerment and Projects 227 7.13 Project Managers and Power 229 8 Project Leadership 230 8.1 Introduction 230 8.2 Leadership 231 8.3 Some Research Models 232 8.4 Leadership Style 237 8.5 Transactional and Transformational Leadership 238 8.6 Leadership and the Project Manager 239 8.7 Project managers’ Perceptions 243 8.8 Leadership Qualities 245 9 Organisation Structures 248 9.1 Introduction 248 9.2 Project Management Theory and Transaction Cost Economics 249 9.3 The Components of Project Organisation Structures 257 9.4 Client/Project Team Integration 258 9.5 Design Team Organisation 259 9.6 Integration of the Construction Team 264 9.7 An Illustration of a Transaction Cost Explanation 275 9.8 Organisation Matrix 276 9.9 Public–Private Partnerships 288 9.10 Programme Management 291 10 Analysis and Design of Project Management Structures 295 10.1 Need for Analysis and Design 295 10.2 Criteria 296 10.3 Linear Responsibility Analysis and Other Techniques 296 10.4 Application of Linear Responsibility Analysis 297 10.5 Project Outcome 309 10.6 Presentation of Project Organisations 313 References 315 Index 336
£41.75
Pearson Education How To Be REALLY Productive
Book SynopsisGrace Marshall is head coach and chief encourager at Grace-Marshall.com and author of the Amazon bestselling 21 Ways to Manage the Stuff That Sucks Up Your Time. She is also a Productivity Ninja with Think Productive, one of the UK's leading productivity training companies, helping organizations across the world survive information overload and get more done with less stress.Table of ContentsAbout the author Author's acknowledgements Publisher's acknowledgements Book map Chapter 1 - Why Productivity isn't just about getting things done Chapter 2 – From chaos to clarity Chapter 3 – Mind monkeys and lizard brains Chapter 4 – Fake work vs. real work Chapter 5 – Real world tactics: how to be productive when the rest of the world isn’t Chapter 6 – Tough love: setting boundaries and saying no Chapter 7 – Being human: how your personality affects your productivity Chapter 8 – Work–life rhythm Chapter 9 – Jumping off the guilt trip Chapter 10 – The art of juggling Take your time Notes and references Index
£13.49
Bloomsbury Publishing PLC Manage Projects Successfully
Book SynopsisA guide to the essential skills of project management, enabling you to bring in projects on time and within budget.Juggling all the tasks and resources you need to make a project run smoothly can seem like an onerous task - from engaging with stakeholders and scoping out the full specification of the project, through to keeping a rein on costs and sticking to schedules. Manage Projects Successfully offers calm and practical advice to help you with setting priorities, communicating with others, monitoring progress and dealing with unexpected events.Practical, easy to read and jargon-free, the book contains a quiz to assess strengths and weaknesses, step-by-step guidance and action points, top tips to bear in mind for the future, common mistakes and advice on how to avoid them, and summaries of key points.
£10.63
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
Kogan Page Ltd The Business Analysis Handbook
Book SynopsisHelen Winter has over 20 years' business analysis experience, having worked as a consultant on large-scale transformation programmes within the financial services, regulation, insurance and utilities sectors. She is an active volunteer for IIBA (International Institute of Business Analysis) and the founder of Business Bullet, an online magazine promoting business analysis and providing guidance for professionals. She is based in Wolverhampton, UK.Trade Review"More enterprises are delivering complex business change in shorter time scales than ever before. If you are keen to build your work experience portfolio, this new edition of The Business Analysis Handbook has answers to the most frequent questions, observations and lived scenarios out there. Consider this book like being in conversation with the author; an author with the clarity and passion to inspire your career goals." * Jag Sohal, Senior IT Business Relationship Manager and BCS Early Careers Advocate *"The Business Analysis Handbook provides us with all the tools to analyze the business needs and requirements of our IT projects. What sets this book apart from other books on this subject is the way Helen Winter succeeds in connecting theory with practice through the use of interesting lifelike cases and ready-to-use templates. These templates now form the basis of our business analysis documentation." * Peter Goedemé, CIO, Katholiek Onderwijs Vlaanderen (Catholic Education Flanders) *"Indispensable for any professional aiming to enhance their expertise in the field, the second edition of The Business Analysis Handbook is an exceptional guide, distinguished by the inclusion of a chapter exploring business analysis maturity and transition." * Harpal Lidder, Business Analyst, Ontario Pension Board *"Whatever their job title might be, this book is invaluable to anyone carrying out business analysis. Full of hard-won knowledge from Helen Winter's extensive experience of projects and programmes of change, it is filled with ways to apply business analysis within organisations right now. Containing guidance on key areas, as well as tips and templates to help you do a great job, this book is one you can turn to for support. I particularly like this edition's new chapter and how it covers what business analysts might do next, as it charts out the wide range of possibilities that exist." * Dr Penny Pullan, author of Virtual Leadership and co-author of Business Analysis and Leadership *"The Business Analysis Handbook is an accessible and practical review of foundational business analysis skills and principles. The FAQ format highlights questions and challenges I hear from Business Analysists every day, and the answers provide actionable and practical guidance to help current business analysts thrive in today's fast-moving environment." * Laura Brandenburg, CEO, Bridging the Gap and author of How to Start a Business Analyst Career *Table of Contents Chapter - 01: A business analysis career; Chapter - 02: Building effective working relationships; Chapter - 03: Scoping a solution; Chapter - 04: Identifying business processes; Chapter - 05: Elicitation and documentation of business requirements; Chapter - 06: Elicitation and documentation of solution requirements; Chapter - 07: Getting your requirements approved and managing changes; Chapter - 08: Enterprise business analysis; Chapter - 09: Business analysis maturity and transition; Chapter - 10: Templates to use;
£33.24
Berrett-Koehler Publishers From PMO to VMO: Managing for Value Delivery
Book Synopsis“By the end of this book, you will understand what is valuable, how to measure value, and how to optimize the flow of value—from idea to your customer.” —Evan Leybourn, co-founder and CEO, Business Agility InstituteAgile methods have brought about dramatic changes in how organizations manage and deliver not only IT services, but their entire product and service value streams. As legacy organizations transition to newer, end-to-end agile operating models, the Project Management Office (PMO) needs to redesign its mission and operation to be more in line with these modern ways of working. That requires being more customer-focused and value-adding, and less hidebound, bureaucratic and tied to antiquated processes and mindsets. Visionary leaders are transitioning into enablers of this change, and maximizing value through the entire organization. Middle management, including program and project managers (PMs), are racing to maximize their professional relevancy in this new world. This book defines the role of the agile value management office (VMO), using case studies and a clear road map to help PMs visualize and implement a new path where middle management and the VMO are valued leaders in the age of business agility.
£25.60
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.
£76.46
Project Management Institute A Guide to the Project Management Body of Knowledge Pmbokr Guide Eighth Edition
£91.43
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
£31.49
Pearson Education (US) The AsyncFirst Playbook
Book SynopsisSumeet Gayathri Moghe, Principal Product Manager at Thoughtworks, is an agile specialist with 20+ years of IT consulting experience. He has helped clients deliver new products and adopt agile ways of working in travel, payments, financial services, education, analytics, consulting, retail, and beyond. Moghe has always worked in distributed teams, and went all-remote in 2017, long before it was commonplace. He blogs about remote collaboration at asyncagile.org.Trade Review"Async is the superpower the most successful distributed teams have already realized, so understanding the playbook for implementing async-first practices is a must-do for any leader moving into this type of operating system. Sumeet has done a phenomenal job outlining that here."--Chase Warrington, Head of Remote, Doist "Collaboration is going async. The advantages are just too great: global reach--which enables more inclusion--and time zone immunity. Sumeet excellently decomposes the issues. And by zeroing in on async leadership, he tackles the elephant in the async room: leadership. Yes, you can be an effective leader, asynchronously."--Cliff Berg, Co-Founder and Managing Partner, Agile 2 Academy "The Async-First Playbook is a must-read for anyone part of agile teams in today's fast-paced and distributed work environment. This insightful book shows how adopting an async-first approach can transform the way teams collaborate. The result--higher productivity, better inclusion, and most importantly, fun! The future of work is remote, and async-first collaboration is the key to unlocking its potential. Through concrete examples, this book provides a roadmap for embracing asynchronous communication, enabling teams to focus on deep work and stay in a state of flow. I recommend this book to anyone seeking to unlock the full potential of remote collaboration and achieve better outcomes for their team."--Iwo Szapar, Co-founder & Head of Remote, Remote-First Institute "Asynchronous work, when implemented well, can help create a sustainable and calm way of working. It enables individuals to design their days around productivity and priorities, creating a happier and more human-centric workplace. The Async-First Playbook thoroughly examines effective asynchronous work practices' benefits (and the challenges, too). This playbook discusses fundamental prerequisites that should be in place before transitioning to an async-first approach, including leadership practices, potential challenges, and a starter kit to help you determine your next steps. If you seek to alleviate information overload and minimize meetings, The Async-First Playbook is a valuable resource."--Lisette Sutherland, Director of Collaboration Superpowers, https://www.collaborationsuperpowers.com "At a time when organisations are experimenting with how to make the most out of remote work, Sumeet offers a step-by-step approach on how to make software development practices more inclusive and future-proof. Furthermore, the section aimed directly at managers and leaders also turns the book into a strong advocacy-tool for sustainable remote collaboration."--Pilar Orti, Director of Virtual not Distant "The Async-First Playbook is a comprehensive guide for teams and leaders looking to optimize their remote work practices for a distributed world. The pandemic helped us see that knowledge work really shouldn't have a place, and now it's time to recognize and embrace that this work can be better accomplished asynchronously, too. Location-independent work? That's the first step in the transformation. Have you tried time-independent work? Sumeet shows us how."--Tyler Sellhorn, host, The Remote Show podcast "The Async-First Playbook is not just another book on Agile practices. It's a game-changer for teams looking to optimize their collaboration through asynchronous communication. In this comprehensive guide, you'll find everything you need to know about the principles, frameworks, tools, workflows, and cultural changes necessary to embrace an async-first approach. Even though I've been working in a remote setup with an async-first approach for many years, I still found improvements that I'll implement with my team. I found especially valuable the chapter on 'The Async-First Leadership Mindset,' and I can't wait to share this book with my team."--Oana Calugar, Collaboration Consultant, Mural "Every software company has recently been forced to adapt to remote work, and subsequently workers have awakened to the possibilities afforded by more flexible working. Companies have been experimenting and iterating to find a new equilibrium between in-office, hybrid, and fully remote work, and there have been many fits and starts. What's been missing is a practical guide on how to make the most of this newly popular work style so that both employees and employers win. Sumeet's book perfectly fills the void, giving teams and leaders the tools they need to escape the trap of synchronicity and make the most of their newfound asynchronous flexibility."--Patrick Sarnacke, Managing Director, Thoughtworks UK "The COVID-19 pandemic has provoked many publications about remote and hybrid work models. While benefits such as improved work-life balance and diversity have been praised, concerns about weakened personal relationships and burnout are also significant. One crucial element is that, too often, the cons result from companies attempting to put in place novel models while retaining old office-centric practices. That is why I like this book. In The Async-First Playbook, Sumeet Gayathri Moghe offers a practical, hands-on approach to making remote work effective for software development businesses. He emphasizes defaulting to action and provides actionable recommendations for optimizing distributed work arrangements. As someone who has led an organization through a similar journey and had valuable conversations with Sumeet while doing that, I can attest that this book packages knowledge from real-world techniques with a successful track record."--Matheus Tait, Managing Director, Thoughtworks Spain "Building on commonly established working patterns that have been adopted by many in the agile software development movement, Sumeet deftly re-examines the goals of these practices, and identifies remote-friendly alternatives that can lead your team to new heights. Of particular note is the emphasis on honing both writing and reading skills, and on guarding the time to use them both effectively. Those looking to navigate this new frontier would be well advised to set some time aside and read this first!"--Andy Yates, Head of Technology, Corporate Strategy, Thoughtworks "The pandemic forced the tech workforce all over the world to work remotely. And since then, the focus has been on overcoming the challenges of remote working. Sumeet argues that the opportunity is bigger--to work differently, adopting async-first approaches and practices, to increase productivity and creativity by creating space for deep work and better collaboration amongst teams. The Async-First Playbook is a complete practitioner's guide to learn and implement async ways of working for yourself, your team, and your organization. In a new distributed and remote working world, this book has the potential to unlock productivity, better teamwork, and allow for improved work-life balance. A total must-read for technology or knowledge workers."--Sameer Soman, Managing Director, Thoughtworks India "Want to boost productivity and cut costs in your engineering organization? Sumeet's new book offers practical, actionable recommendations for optimizing team performance and streamlining processes via asynchronous ways of working. In today's digital-first world, boards are taking notice of the skyrocketing cost of engineering. Sumeet's book provides a valuable perspective on this issue, offering strategies for achieving better results in less time and at a lower cost. Whether you're a seasoned engineering leader or just starting out, this is a must-read for anyone looking to drive change and improve their organization's performance in a highly remote setting."--Sagar Paul, Head of Global Solutions, Thoughtworks "The Async-First Playbook is the book that the distributed agile world has been eagerly awaiting for years! Sumeet's direct and to-the-point writing style hits hard and very convincingly challenges our traditional norms. The book stays true to the format of a playbook by providing recommendations that are highly actionable and will enable the stated impact. An amazing must-read for software professionals."--Santosh Mahale, Director, Engineering Group | e4r (Engineering for research) "The COVID-19 pandemic has accelerated the adoption of remote work, and it is now here to stay. However, many companies are still struggling to adapt to this new reality. This is where The Async-First Playbook comes in. In this book, the author makes a compelling argument for why async-first practices are essential for modern knowledge work. He guides the reader through the foundational elements needed to create an async-first culture, from individual and team practices to leadership and management styles. The author also highlights the challenges that come with remote work and provides readers with practical advice on how to avoid common pitfalls. Whether you're a developer, manager, or senior leader, this book will provide you with the tools you need to succeed in the new world of work."--Sunil Mundra, Org. Change and Transformation Leader, CXO Advisor, ThoughtworksTable of ContentsForeword by Martin Fowler xxiForeword by Darren Murph xxiiiPreface xxvAcknowledgments xxixAbout the Author xxxiii Part I: Adapting to the New Normal 1 Chapter 1: There's Got to Be a Better Way to Work 3Work Deserves a New Look 5A Better Work Environment for All of Us 11 Chapter 2: Foster a Mindset for Change 13Four Simple Ideas 13Go Far, Go Together 19Ready for the First Steps 19 Part II: Prepare to Go Async-First 21 Chapter 3: The Tools You Need 23With Tools, Less Is More 23Tools Are Everything; Tools Are Nothing 27 Chapter 4: The Biggest Async-First Superpower 29Writing Is a Practice; Documentation a Product 30To Work Async-First, We Must Write 41 Chapter 5: Three More Async-First Superpowers 43What an Async-First Superhero Looks Like 43Personal Productivity Leads to Team Productivity 47 Chapter 6: Calm Things Down with Collaboration Protocols 49Work Execution vs. Workflow 49Fundamentals, Fundamentals, Fundamentals 56 Part III: The Practitioner's Guide 57 Chapter 7: Meetings as the Last Resort 59Just. Too Many. Meetings. 59Async-First, with Small Shifts 66 Chapter 8: The Value of Being Face to Face 69From URL to IRL 69So Much for Meetings 75 Chapter 9: Micro-Moves to Shift Left 77Small Shifts, Easy Wins 77Build Async-First Behavioral Cues 85 Chapter 10: Write a Team Handbook 87Distributed Teams Need a Single Source of Truth 87Aim for a Shared Reality 95 Chapter 11: Tame the "Instant" in Instant Messaging 97Make Messaging Productive 97Messaging: Just Not Instant 105 Chapter 12: Standup Meetings: An Easy Shift Left 107Distributed Standups Can Be Painful 108Standups = Conveyance/Strong Relationships 116 Chapter 13: Take Charge of Your Development Cycles 117Sprint Ceremonies Can Hinder Async Work 117The Key to Asynchrony Is a Strong Process 125 Chapter 14: Run Meaningful Retrospectives 127Infrequent Retros Lead to Poor Team Health 127Scrum for the 2020s 135 Chapter 15: Kickoffs and Desk Checks: Reduce Ritualized Interruptions 137How to Maintain Quality with Fewer Meetings? 138Make Your Feedback Loops "Remote Native" 145 Chapter 16: Questions to Reimagine Your Tech Huddles 147The What and the Why 148Not a Zero-Sum Game 153 Chapter 17: Pair Programming: The Elephant in the Room 155A Polarizing Topic 155If It's Fun for You, Pair by All Means 161 Chapter 18: Audit Trails from the Flow of Your Work 163The "Just Ask" Pattern Breaks Down 163Trails as the Most Frequent Form of Documentation 171 Chapter 19: Communicate Tech and Functional Design 173An Agile Approach to Design 173Simplify Communication Complexity 178 Chapter 20: Two Stable Pieces of Handbook Documentation 181Being Agile About Documentation 181Good Documents Reduce Guesswork 186 Chapter 21: Craft an Efficient Onboarding Process 189Write Once, Run Many Times 189Onboarding Efficiency = Team Efficiency 195 Part IV: Async-First Leadership 197 Chapter 22: The Async Leadership Mindset 199The Tyranny of "The Way" 199Make Time for the Essential Stuff 206 Chapter 23: Manage Your People with Care 209Corrections in the Right Direction 209Be the Bridge Between Your Team and Your Company's Culture 216 Chapter 24: Set Up Your Team for Success 217Design for Success 217Your Virtual Workplace Needs Configuring 227 Chapter 25: Farm Tacit Knowledge in Your Company 229Beyond Handbooks: Into Communities 229From Team Knowledge to Company Knowledge 238 Part V: Navigate the Pitfalls 241 Chapter 26: The Great Hybrid Kerfuffle 243People's Preferences Are Heading Remote 243Choice and Autonomy Are the Key Words 253 Chapter 27: The Async Island 255Unpacking Organizational Inertia 255While Being a Guerilla, Don't Forget Advocacy 265 Chapter 28: Toxicity in the Virtual Workplace 267Toxicity Builds: One Benign Step at a Time 267As a Leader, Stay Vigilant 271 Part VI: Bring It All Together 273 Chapter 29: The Async-First Starter Kit 275Five Stages of Sensible Defaults 275A Team Shift, Owned by the Team 285 Chapter 30: A Brave New World of Work 287Another World of Work Is Possible 289It's Time to Sign Off 295 Endnotes 297Index 321
£26.99
McGraw-Hill Education CAPM Certified Associate in Project Management
Book SynopsisComplete coverage of all objectives in the 2023 release of the CAPM examTake the Certified Associate in Project Management (CAPM) exam with confidence using this highly effective self-study guide. Written by a project management expert and bestselling author, CAPM Certified Associate in Project Management All-in-One Exam Guide offers complete coverage of every objective on the current version of the test. To help you study, each chapter contains unique design elements that emphasize important points and aid in retention. An appendix, âœ50 Confusing Terms on the CAPM Exam,â will help you understand the differences in terms that sound similar but have different meanings. In addition, the book includes more than 450 practice questions along with detailed answer explanations. Designed to help you pass the exam with ease, this comprehensive guide also serves as an essential on-the-job reference for project management professionals.Covers all exam topics, inclu
£33.74
Harvard Business Review Press Powered by Projects
£26.25
Pearson Education (US) Essential Scrum
Book SynopsisKenneth S. Rubin provides Scrum and Agile training and coaching to help companies develop products more effectively and economically. A Certified Scrum Trainer, he has trained more than eighteen thousand people on Agile and Scrum, Smalltalk development, managing object-oriented projects, and transition management. He has coached hundreds of companies, ranging from startups to the Fortune 10. Rubin was the first Managing Director of the worldwide Scrum Alliance, a nonprofit organization focused on successful Scrum adoption. His diverse development roles have included successful stints as Scrum product owner, ScrumMaster, and developer. Rubin's executive management roles have included CEO, COO, VP of Engineering, VP of Product Management, and VP of Professional Services. He is the author of Succeeding with Objects (Addison-Wesley, 1995).Trade Review"Agile coaches, you're gonna be happy with this book. Kenny Rubin has created an indispensable resource for us. Do you have a manager that just doesn't 'get it'? Hand them this book and ask them to flip to Chapter 3 for a complete explanation of how Scrum is less risky than plan-driven management. It's written just for them-in management-speak. Want to help the team come to a common understanding of Scrum? The visual icon language used throughout this book will help you help them. These are just two ways this book can aid you to coach Scrum teams. Use it well." -Lyssa Adkins, Coach of Agile Coaches, Agile Coaching Institute; author, Coaching Agile Teams "One of the best, most comprehensive descriptions of the core Scrum framework out there! Essential Scrum is for anyone-new to or experienced with Scrum-who's interested in the most important aspects of the process. Kenny does an excellent job of distilling the key tenets of the Scrum framework into a simple format with compelling visuals. As a Scrum coach for many teams, I continually reference the material for new ways to help teams that are learning and practicing the framework. I've seen Scrum continually misinterpreted and poorly implemented by big companies and tool vendors for more than ten years. Reading this book will help you get back to the basics and focus on what's important." -Joe Balistrieri, Process Development Manager, Rockwell Automation "Corporate IT leadership, which has been slow to embrace agile methods, would benefit immensely from giving a copy of this book to all of their project and delivery managers. Kenny Rubin has laid out in this book all the pragmatic business case and process materials needed for any corporate IT shop to successfully implement Scrum." -John F. Bauer III, veteran of technical solution delivery in large corporate IT shops "Kenny's extensive experience as a consultant, trainer, and past managing director of the Scrum Alliance is evident in this book. Along with providing the basics and introduction to Scrum, this book addresses the questions of masses-what happens to project managers? Essential Scrum helps us understand the big picture and guides how organization leaders can support and be involved with their Scrum teams for successful agile transformations." -Sameer S. Bendre CSM, PMP, Senior Consultant, 3i Infotech Inc. "If you're new to agile development or to Scrum, this book will give you a flying start. The examples and descriptions are clear and vivid, and you'll often find yourself asking a question just before the book addresses that very topic." -Johannes Brodwall, Principal Solution Architect, Steria Norway "Kenny's well-structured explanations have a clarity to them that echoes the sensibilities of Smalltalk-the development environment with which he worked for years and from which both Scrum and Extreme Programming were born. This book pulls together a thorough set of agile management principles that really hit the mark and will no doubt guide you toward a more effective agile approach." -Rowan Bunning, Founder, Scrum WithStyle "There are lots of books on Scrum these days, but this book takes a new angle, a reality check for software practitioners. Kenny uses real-world examples and clear illustrations to show what makes a solid foundation for successful agile development. Readers will understand the value of building quality in, and the reality that we can't get everything right up front; we must work incrementally and learn as we go. It might have 'Scrum' in the title, but the book leverages effective practices from the larger agile universe to help managers and their teams succeed." -Lisa Crispin, coauthor, Agile Testing "Kenny Rubin managed to write the book that I want everyone associated with Scrum development to read! He covers everything you'll need to know about Scrum and more!" -Martine Devos, European Scrum Pioneer and Certified Scrum Trainer "I've reviewed a number of agile books in the past few years, so the question of 'Do we really need another one?' always comes to my mind. In the case of Kenny's book, I very much believe the answer is 'yes.' Getting the benefit of different, experienced perspectives on commonly encountered and needed material is valuable. Kenny has one of those valuable perspectives. One unique aspect of the book is an interesting 'iconography'-a new icon language for Scrum and agile that Kenny has created. I believe you'll find value-added material in this book to expand your ideas for how Scrum can be applied." -Scott Duncan, Agile/Scrum coach and trainer "Anyone who has had Scrum training or has been part of a Scrum team will find Essential Scrum to be a great follow-up read. It dives into the details of how to become more agile through implementing Scrum processes, and it explains exactly how to break down complex projects into manageable initiatives (or 'sprints'). Kenny Rubin provides a wealth of relevant case studies on what worked-or what didn't-in a variety of organizations. The simple layout and businesslike graphics make it easy to scan quickly and find specific topics. Any organization that is seeking to evolve from a traditional waterfall approach toward a more agile methodology will find Essential Scrum a definitive guidebook for the journey." -Julia Frazier, product manager "Developing software is hard. Adopting a new way of working while in a project is even harder. This book offers a bypass of many of the pitfalls and will accelerate a team's ability to produce business value and become successful with Scrum. I wish I had this kind of book when I started using Scrum." -Geir Hedemark, Development Manager, Basefarm AS "I am convinced that Essential Scrum will become the foundation reference for the next generation of Scrum practitioners. Not only is it the most comprehensive introduction to Scrum in publication today, but it is also extremely well written and easy on the eye with its fantastic new visual Scrum language. If that isn't enough, Kenny shares a range of his valuable personal insights and experiences that we can all certainly learn from." -Ilan Goldstein, Agile Solutions Manager, Reed Elsevier "Scrum is elegantly simple, yet deceptively complex. In Essential Scrum, Kenny Rubin provides us with a step-by-step guide to those complexities while retaining the essential simplicity. Real-world experiences coupled with enlightening illustrations make Scrum come to life. For senior managers and team members alike, this is a must-read book if you are starting or considering whether to implement Scrum in your organization. This will certainly be a book recommended to my students." -John Hebley, Hebley & Associates "Kenny unpacks a wealth of wisdom and knowledge in Essential Scrum, providing valuable and comprehensive insights to the practical application of agile/Scrum. Whether you're new to agile or are looking to reach a greater maturity of continuous improvement in your organization, this is a definitive handbook for your toolbox." -David Luzquinos, Head of Agile Enablement, Agile Coach, Betfair "Kenny Rubin continues to provide clarity and insight into adopting agile in a pragmatic way. In one hand he holds the formal or ideal Scrum definition and in the other, the pragmatic application of it. He brings the wisdom of his workshops and years of experience to the table, and now for you to read in his latest book. If you are about to start out on your agile adoption journey or are seeking guidance midcourse, grab a copy." -Cuan Mulligan, freelance coactive Agile coach "A decade after publication of the first Scrum books, it is time to combine the essential aspects of the Scrum framework with the practical experiences and approaches of the last ten years. Kenny Rubin does so in a satisfying and nondogmatic way. The reader gets a pragmatic look at Scrum and learns when and how to best apply Scrum to achieve business benefits." -Yves Stalgies, PhD, Director IT, www.etracker.com "Adoption of Scrum is most successful when everyone involved-even peripherally-with product development has a good understanding of the fundamentals. Essential Scrum provides an ideal overview of both the big picture and the details in an accessible style. It is sure to become a standard reference." -Kevin Tureski, Principal, Kevin Tureski ConsultingTable of ContentsList of Figures xxv Foreword by Mike Cohn xxxi Foreword by Ron Jeffries xxxiii Preface xxxv Acknowledgments xxxix About the Author xliii Chapter 1: Introduction 1 What Is Scrum? 1 Scrum Origins 3 Why Scrum? 4 Genomica Results 4 Can Scrum Help You? 5 Closing 10 Part I: Core Concepts 11 Chapter 2: Scrum Framework 13 Overview 13 Scrum Roles 14 Scrum Activities and Artifacts 16 Closing 28 Chapter 3: Agile Principles 29 Overview 29 Variability and Uncertainty 32 Prediction and Adaptation 37 Just-in-Time Work 43 Validated Learning 44 Work in Process (WIP) 48 Progress 54 Performance 56 Closing 58 Chapter 4: Sprints 61 Overview 61 Timeboxed 62 Short Duration 64 Consistent Duration 67 No Goal-Altering Changes 69 Definition of Done 74 Closing 78 Chapter 5: Requirements and User Stories 79 Overview 79 Using Conversations 81 Progressive Refinement 82 What Are User Stories? 83 Level of Detail 86 INVEST in Good Stories 88 Nonfunctional Requirements 93 Knowledge-Acquisition Stories 93 Gathering Stories 95 Closing 98 Chapter 6: Product Backlog 99 Overview 99 Product Backlog Items 100 Good Product Backlog Characteristics 101 Grooming 104 Definition of Ready 108 Flow Management 110 Which and How Many Product Backlogs? 112 Closing 118 Chapter 7: Estimation and Velocity 119 Overview 119 What and When We Estimate 120 PBI Estimation Concepts 123 PBI Estimation Units 128 Planning Poker 129 What Is Velocity? 133 Calculate a Velocity Range 134 Forecasting Velocity 135 Affecting Velocity 135 Misusing Velocity 137 Closing 138 Chapter 8: Technical Debt 139 Overview 139 Consequences of Technical Debt 141 Causes of Technical Debt 144 Technical Debt Must Be Managed 148 Managing the Accrual of Technical Debt 149 Making Technical Debt Visible 153 Servicing the Technical Debt 155 Closing 162 Part II: Roles 163 Chapter 9: Product Owner 165 Overview 165 Principal Responsibilities 166 Characteristics/Skills 171 A Day in the Life 174 Who Should Be a Product Owner? 176 Product Owner Combined with Other Roles 181 Product Owner Team 182 Closing 184 Chapter 10: ScrumMaster 185 Overview 185 Principal Responsibilities 185 Characteristics/Skills 188 A Day in the Life 190 Fulfilling the Role 191 Closing 193 Chapter 11: Development Team 195 Overview 195 Role-Specific Teams 195 Principal Responsibilities 196 Characteristics/Skills 198 Closing 211 Chapter 12: Scrum Team Structures 213 Overview 213 Feature Teams versus Component Teams 213 Multiple-Team Coordination 218 Closing 223 Chapter 13: Managers 225 Overview 225 Fashioning Teams 227 Nurturing Teams 231 Aligning and Adapting the Environment 233 Managing Value-Creation Flow 235 Project Managers 237 Closing 243 Part III: Planning 245 Chapter 14: Scrum Planning Principles 247 Overview 247 Don’t Assume We Can Get the Plans Right Up Front 248 Up-Front Planning Should Be Helpful without Being Excessive 248 Keep Planning Options Open Until the Last Responsible Moment 249 Focus More on Adapting and Replanning Than on Conforming to a Plan 249 Correctly Manage the Planning Inventory 251 Favor Smaller and More Frequent Releases 252 Plan to Learn Fast and Pivot When Necessary 254 Closing 255 Chapter 15: Multilevel Planning 257 Overview 257 Portfolio Planning 259 Product Planning (Envisioning) 259 Release Planning 261 Sprint Planning 264 Daily Planning 264 Closing 265 Chapter 16: Portfolio Planning 267 Overview 267 Scheduling Strategies 270 Inflow Strategies 275 Outflow Strategies 280 In-Process Strategies 283 Closing 285 Chapter 17: Envisioning (Product Planning) 287 Overview 287 SR4U Example 290 Visioning 291 High-Level Product Backlog Creation 294 Product Roadmap Definition 295 Other Activities 298 Economically Sensible Envisioning 299 Closing 306 Chapter 18: Release Planning (Longer-Term Planning) 307 Overview 307 Release Constraints 311 Grooming the Product Backlog 315 Refine Minimum Releasable Features (MRFs) 316 Sprint Mapping (PBI Slotting) 316 Fixed-Date Release Planning 318 Fixed-Scope Release Planning 323 Calculating Cost 325 Communicating 326 Closing 330 Part IV: Sprinting 333 Chapter 19: Sprint Planning 335 Overview 335 Approaches to Sprint Planning 338 Determining Capacity 340 Selecting Product Backlog Items 343 Acquiring Confidence 344 Refine the Sprint Goal 346 Finalize the Commitment 346 Closing 346 Chapter 20: Sprint Execution 347 Overview 347 Sprint Execution Planning 349 Flow Management 349 Daily Scrum 354 Task Performance—Technical Practices 355 Communicating 356 Closing 360 Chapter 21: Sprint Review 363 Overview 363 Participants 364 Prework 365 Approach 368 Sprint Review Issues 372 Closing 373 Chapter 22: Sprint Retrospective 375 Overview 375 Participants 377 Prework 378 Approach 380 Follow Through 391 Sprint Retrospective Issues 392 Closing 393 Chapter 23: The Path Forward 395 There Is No End State 395 Discover Your Own Path 396 Sharing Best Practices 396 Using Scrum to Discover the Path Forward 397 Get Going! 398 Glossary 401 References 423 Index 427
£33.99
Project Management Institute Choose your WoW: A Disciplined Agile Approach to
Book SynopsisThis book: Provides a foundation for enterprise agility, value streams, and a disciplined approach to DevOps; Is a pragmatic application of agile, lean, and traditional techniques for your enterprise-class environment; Overviews a strategy for teams to evolve a fit-for-purpose, flexible WoW that still supports a consistent governance strategy for leadership; and Makes a perfect study guide for Disciplined Agile certification.
£16.96
J Ross Publishing Project Quality Management: Why, What and How
Book SynopsisProject Quality Management: Why, What and How, Third Edition adds helpful detail and action steps to the generally described principles defined in A Guide to the Project Management Body of Knowledge—7th Edition (PMBOK Guide). It augments those methods with more detailed, hands-on procedures that have been proven through actual practice. This edition presents case examples that illuminate the theory of quality planning, assurance, and control with real-world narratives, including situation, analysis, and lessons learned. It also provides course discussion points and practical exercises at the end of each chapter. In its first edition, Project Quality Management was the recipient of the PMI David I. Cleland Project Management Literature Award. The award-winner offered project managers a specific, succinct, step-by-step project quality management process found nowhere else. This third edition features updated and enhanced material that meets the needs of practitioners, trainers, college instructors, and their students! Course instructor material is also available.Table of Contents PrefaceAbout the AuthorWeb Added Value Section I. Quality FoundationsChapter 1: Understanding Quality in the Project Management DomainChapter 2: Evolution of Quality and Its Contemporary Application to ProjectsChapter 3: Pioneers and Paradigms Section II. Quality ManagementChapter 4: Project Quality PlanningChapter 5: Project Quality AssuranceChapter 6: Project Quality Control and Quality Improvement Section III. Tools for Managing Project QualityChapter 7: Collecting and Understanding Project DataChapter 8: Understanding Project ProcessesChapter 9: Analyzing Project ProcessesChapter 10: Solving Project ProblemsChapter 11: Common Project Practices Section IV. Quality in PracticeChapter 12: Project Systems and SolutionsChapter 13: Why Not Quality? EpilogueAppendix 1: Case Study: Dakota Wireless NetworkAppendix 2: Project TrainingAppendix 3: Project LeadershipAppendix 4: Leading Change: A Model by John KotterIndex
£37.00
Pearson Education Project Management Professional PMP Cert Guide
Book SynopsisGregory M. Horine is a certified (PMP, CCP, CSM, SAFe POPM, SAFe RTE, Six Sigma Green Belt) business technology and IT professional with a track record of successful results using servant leadership principles and a focused customer orientation. Gregory has been consistently recognized for excellence in people management, leadership maturity, communication skills, problem-solving skills, and in establishing long-term client relationships. Primary areas of expertise and strength include 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; effective use of project management tools; Microsoft Project; application release management; application development team management; product and product line management; project and portfolio management tools; data analysis and transformation; business proce
£51.39
Oxford University Press Strategic Reframing
Book SynopsisTraditional strategy assumes stability and predictability. Today''s world is better characterised by turbulence, uncertainty, novelty and ambiguity - conditions that contribute disruptive changes and trigger the search for new ways of coping.This book aims to become the premier guide on how to do scenario planning to support strategy and public policy. Co-authored by three experts in the field, the book presents The Oxford Scenario Planning Approach (OSPA). The approach is both intellectually rigorous and practical. Methodological choices and theoretical aspects in practice are detailed in reference to the relevant literatures and grounded in 6 case studies the authors have been involved with.The book makes several contributions to the field, centred on how learning with scenario planning is supported by re-framing and re-perception; how this iterative process can be embedded in corporate or government settings, and how it helps those that it supports to do well in today''s world.The book is written in an accessible style and will be a useful introductory text as well as a useful guide for the more experienced scenario planning practitioner and scholar.Table of Contents1: Introduction: Scenario Planning - The Oxford Approach 2: Oxford Scenario Planning Approach as social process 3: Scenario Planning as a Knowledge Acquisition and Generation Process 4: Working with Scenario Planning Learners 5: How Scenario Planning Is Done: The Oxford Scenario Planning Approach in Action 6: Learning and Teaching: Scenario Planning in Executive Development 7: Conclusion: An Incomplete Guide to Scenario Planning and the Beginning of a Conversation Appendices
£30.31
Dorling Kindersley Ltd Project Management
Book Synopsis
£7.59
BuilderBooks Basic Construction Management The Superintendents
Book SynopsisLearn essentials of managing projects well and within budget, from scheduling and jobsite safety to quality and customer service in this long-anticipated revision of Basic Construction Management.Trade ReviewThis book is a must-read for anyone considering a career in construction supervision. I have not seen a better training guide in my 20 years in homebuilding. -- Ken Condit, Construction Training ManagerThis book is an essential tool for new superintendents and can help experienced superintendents polish their skills. By using the principles in Basic Construction Management, you will build higher quality projects more efficiently and safely. -- Jay Christofferson, Chair, Brigham Young University construction management program
£35.62
Burke Publishing Fundamentals of Project Management 2ed
Book Synopsis
£21.21
Taylor & Francis Ltd Mixed Methods Research Design for the Built
Book SynopsisThe application of mixed methods research design in the built environment discipline by students and academics has continued to grow exponentially. However, with no dedicated mixed methods research design textbook in this domain, students have struggled to conduct research projects involving a mixed methods research design.Mixed Methods Research Design for the Built Environment provides a useful research methodology resource for students, academics, and researchers across various disciplines in the built environment such as construction management and project management, property and real estate management, quantity surveying and commercial management, building surveying, building services engineering, civil and geodetic engineering, and other built environment disciplines. The book can also be useful for students and academics outside the built environment knowledge domain.This textbook offers practical and step-by-step guidance on how to apply mixed methods reTable of Contents1. Introduction to Mixed Methods Research Designs in the Built Environment. 2. Onto-Epistemological Assumptions Underpinning Mixed Methods Research Designs. 3. Ethical Considerations in Mixed Methods Research Design. 4. A Review of Mixed Methods Research Design in Construction Education. 5. A Hybrid Project Management Model for Construction Projects: A Mixed Research Approach. 6. Enhancing the Employability of Quantity Surveying Graduates: A Mixed Methods Approach. 7. Understanding the Effects of the Built Environment on Autistic Adults. 8. A Mixed Methods Evaluation of the Social Value of Indigenous Procurement Policies in the Australian Construction Industry. 9. A Methodological Application to Construction Economics Research for Theory Refinement and Extension. 10. Effects of Physical Infrastructure on Practical Performance of Graduates in Architectural Technology in Southeast Nigeria: An Explanatory Sequential Mixed Method Research Design. 11. An Exploration of Sustainable Procurement Practice in Irish Construction-Contracting Firms. 12. Investigating the Accident Causal Influence of Construction Project Features Using Sequential Exploratory Mixed Methods Design. 13. Infrastructure Project Selection and Prioritisation for Socio-economic Development in Mining Communities of Ghana: A Sequential Mixed Methods Research Approach. 14. Exploratory Sequential Mixed Method Research to Investigate Factors Affecting the Reputation of PFI/PF2 Projects in the UK. 15. An Exploration of the Implications of Sustainable Construction Practice: Mixed Methods Research Approach. 16. Using Convergent Mixed Methods to Explore the Use of Recycled Plastics as an Aggregate for Concrete Production in South Africa. 17. Adaptive Mixed Methods Research for Evaluating Community Resilience and the Built Environment.
£43.99
