Project management Books
APress Agile Product and Project Management
Book SynopsisUse this comprehensive Agile product and project management guide with real-world case studies and examples for self-learning or as a student textbook. Whether you are a CEO or a student, this book will take you from Agile delivery to team topology and product-market fit.Agile delivery is becoming a mainstream project management framework, increasing demand for an understanding of modern related concepts. Agile Product and Project Management covers IT delivery and project management basics while approaching IT as a customer-centric product delivery ecosystem. The book covers two major topics: building the RIGHT product and building the product RIGHT. Each chapter builds on the materials in the previous chapter. Terminology and exercises are introduced sequentially. The book takes you on a journey from identifying a product using Agile principles to delivering and iterating on this process, step-by-step. The final chapter providesTable of ContentsIntroduction: The Role of Project and Product Management in IT This chapter covers the history of project management as a profession and uses IT industry examples to show the need for incremental and iterative delivery, a collaborative work environment, innovation, and a customer-centric approach to product delivery. It incorporates an interactive review of the primary Agile delivery frameworks. CLASS ACTIVITY: COMPARE TRADITIONAL AND AGILE FRAMEWORKS CASE STUDY: FROM BLOCKBUSTER TO NETFLIX SIMULATION PROJECT: A BUSINESS IDEA QUESTIONS AND ANSWERS. TOPIC: IT DELIVERY VALUES AND PRINCIPLES. HOMEWORK ASSIGNMENT: PROJECT MANAGEMENT IN IT ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): AGILE MANIFESTO, PMBOK INTRODUCTION, AND SOFTWARE GUIDE Part I: Building the RIGHT IT Product Chapter 1. Starting your IT Project with Why This chapter covers the OKR (Objectives and Key Results) framework as a part of the project management. It outlines why every project has to align with organizational objectives and shows how these objectives are used to measure project success. In addition, it explains the difference between a project and a product and introduces the distinction between project and product management in all primary project management frameworks. CLASS ACTIVITY: REVIEW MISSION STATEMENTS AND OKRS FOR APPLE, AIRBNB, DISNEY, FACEBOOK, ALZHEIMER ASSOCIATION CASE STUDY: MEASURE WHAT MATTERS (BONO CASE STUDY) SIMULATION PROJECT: CREATE YOUR OKRS TEMPLATES: OKR TEMPLATE QUESTIONS AND ANSWERS. TOPIC: GOOD AND NOT-SO-GOOD OKRS. OKRS FOR IT HOMEWORK ASSIGNMENT: OKR CRITIQUE ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): MEASURE WHAT MATTERS BY JOHN DOERR Chapter 2. Getting to Know Your Customer This chapter covers Agile, Waterfall, and hybrid product management practices, applying the "working backwards" framework from the customer to IT projects. It builds on the knowledge of business objectives to focus on customer needs. It explains the concept of a persona type and provides tools and templates to identify the customer, empathize with the customer's problem, and define the product as "working backwards" from customer needs. CLASS ACTIVITY: CREATE A CUSTOMER PERSONA TYPE CASE STUDY: KNOW YOUR CUSTOMER SIMULATION PROJECT: EMPATHY MAP TEMPLATES: PERSONA DEFINITION QUESTIONS AND ANSWERS: PERSONA REVIEW AND TARGET MARKET ANALYSIS 1 There may be further changes to content outlined in this document, including but not limited to case studies, examples, or subsections. The structure and the number of chapters will remain as stated. HOMEWORK ASSIGNMENT: DESCRIBE PERSONAS FOR FIVE WELL-KNOWN IT COMPANIES ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): LEAN UX BY JEFF GOTHELF Chapter 3. Validating the Product Hypothesis in IT Projects This chapter covers the Lean Startup framework of product design, based on the "build-measure-learn" feedback loop, and compares it with Waterfall requirements gathering and project scope management. Once the customer is identified, it is essential to validate whether our understanding of the customer's need is accurate. This chapter introduces the concepts of customer hypothesis, validation, minimum viable product (MVP), and the principles of making a decision to pivot or persevere. It describes the non-linear nature of lean startup validation, which is equally relevant for IT projects. CLASS ACTIVITY: DEFINE AN EXPERIMENT BASED ON AN IT PRODUCT CASE STUDY: AMAZON FIRE AND GOOGLE PLUS SIMULATION PROJECT: VALIDATE YOUR SOFTWARE PRODUCT HYPOTHESIS TEMPLATES: VALIDATION CANVAS FOR SOFTWARE DELIVERY QUESTIONS AND ANSWERS: LEAN STARTUP PRINCIPLES AND BUILD-MEASURE-LEARN LOOP HOMEWORK ASSIGNMENT: USE VALIDATION CANVAS TO IDENTIFY MVP ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): LEAN STARTUP BY ERIC RIES Chapter 4. Defining the IT Product This chapter covers Design Thinking and customer research practices. Once the customer is identified, and the customer need is validated, it is possible to define the product, its features, and sequence of delivery. This chapter introduces value proposition analysis, user story mapping, and other product definition techniques based on industry examples. It includes Google Ventures' Design Sprint concept and related case studies. Customer research practices cover the topics of stating the research goal, identifying research methods, recruiting respondents, conducting interviews, and aggregating results of the research. CLASS ACTIVITY: REVIEW A UNIVERSAL STUDIOS APP CANVAS CASE STUDY: IDEO DESIGN THINKING OR GOOGLE VENTURES DESIGN SPRINT SIMULATION PROJECT: CONDUCT FIVE CUSTOMER INTERVIEWS TEMPLATES: PRODUCT CANVAS AND BUSINESS MODEL CANVAS QUESTIONS AND ANSWERS: SOFTWARE PRODUCTS, PRODUCT PROPOSITION, VALUE STATEMENT, DESIGN SPRINT ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): BUSINESS MODEL CANVAS BY ALEX OSTERWALDER AND THE PRODUCT CANVAS BY ROMAN PICHLER Chapter 5. Creating and Maintaining IT Requirements This chapter covers Waterfall scope management and Agile product backlog practices. It addresses high-level software requirements elicitation, process modeling, UML principles and artifacts (use cases, data models, all relevant diagrams), UI wireframing and UX design tools, and covers multiple approaches to managing and defining requirements in IT Once product features have been identified, the next step is to create a prioritized list of features and split them into smaller requirements, referred to as "user stories." This chapter describes the product backlog taxonomy (epic, user story, subtask, bug, etc.), prioritization techniques, ongoing maintenance, and stakeholder communication. Topics such as product backlog health, prioritization techniques, technical vs. functional requirements, and product backlog refinement are covered. CLASS ACTIVITY 1: REVIEW A WATERFALL IT PROGRAM PLAN AND ATLASSIAN'S PRODUCT BACKLOG FOR JIRA, AND IDENTIFY IMPROVEMENT OPPORTUNITIES CLASS ACTIVITY 2: MODEL PROCESSES, DEFINE USE CASES AND USE UML DIAGRAMMING TO CREATE AN AMAZON WEB STORE REQUIREMENTS. CASE STUDY: KINDLE SIMULATION PROJECT: BUILD COMMUNICATIONS MANAGEMENT PLAN TEMPLATES: USER STORY BACKLOG AND AN INVEST CHECKLIST, REQUIREMENTS MANAGEMENT DOCUMENT QUESTIONS AND ANSWERS: IT REQUIREMENTS QUALITY QUEST HOMEWORK ASSIGNMENT: IDENTIFY FIVE TECHNIQUES FOR REQUIREMENTS PRIORITIZATION BASED ON COST AND RISK MANAGEMENT ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): USER STORY MAPPING BY JEFF PATTON Part II: Building the IT Product RIGHT Chapter 6. Waterfall, Agile, and Hybrid Delivery Frameworks This chapter covers major aspects of IT delivery, including Agile teams, roles, frameworks, and success criteria. Once the IT MVP is created, it is essential to identify the delivery framework, whether it is Waterfall, Scrum, Kanban, Extreme Programming, or any other Agile framework. In this chapter, these frameworks will be described, compared, and discussed based on their fit to a company, its culture, products, and business objectives. CLASS ACTIVITY: COMPARE MAJOR IT DELIVERY FRAMEWORKS CASE STUDY: SPOTIFY DELIVERY SIMULATION PROJECT: SELECT A FRAMEWORK TO FOLLOW FOR YOUR PROJECT TEMPLATES: TEAM STRUCTURE, ROLE DEFINITIONS QUESTIONS AND ANSWERS: FRAMEWORKS COMPARISON HOMEWORK ASSIGNMENT: WHICH TEAM ROLE WOULD YOU PREFER AND WHY? ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): PMBOK Chapter 7. Estimation and Planning in IT This chapter covers Waterfall planning and Scrum in detail, including its Sprint structure, artifacts, roles, and ceremonies (meetings). It discusses how the Sprint structure is used to estimate effort and plan delivery and compares the approach to Waterfall. It talks about short-term and long-term planning, story point estimation, and Definition of Ready and Definition of Done. The five levels of planning are discussed based on real examples. In addition, it introduces the concepts of integration and IT project management. CLASS ACTIVITY: "FRUIT SALAD" ESTIMATION EXERCISE CASE STUDY: PMO TRANSFORMATION SIMULATION PROJECT: ESTIMATE THE BACKLOG AND CREATE A ROADMAP TOOLS: TOOLS (OVERVIEW OF M.S. PROJECT, TRELLO, JIRA, AND RALLY) QUESTIONS AND ANSWERS: DEFINITION OF DONE AND DEFINITION OF READY HOMEWORK ASSIGNMENT: CREATE A FREE TRELLO ACCOUNT AND ENTER FIVE USER STORIES IN PROPER FORMAT AND WITH STORY POINT ESTIMATION, THEN COMPARE THIS PLAN WITH THE WORK BREAKDOWN STRUCTURE-BASED GANTT CHART ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): ESTIMATION TECHNIQUES BY MIKE COHN Chapter 8. Incremental Delivery and Continuous Improvement in IT Engineering Culture and Communications Management This chapter covers delivery, reporting, and continuous improvement. First, it provides examples of release plans and delivery reports based on actual projects in a wide range of companies and discusses technical debt and quality management concepts for software products. Next, it discusses team empowerment, feedback loops, and retrospective techniques. In addition, it discusses the idea of a product lifecycle and how it affects incremental delivery. Finally, it introduces the topic of engineering culture based on team empowerment and product delivery. CLASS ACTIVITY: IDENTIFY SUCCESS METRICS VS. VANITY METRICS CASE STUDY: FIDELITY'S DEVOPS CASE STUDY SIMULATION PROJECT: IDENTIFY YOUR REPORTING FORMAT BY TARGET PERSONA TEMPLATES: RELEASE MANAGEMENT TEMPLATE QUESTIONS AND ANSWERS: RELEASE PLANNING, METRICS, AND REPORTING, PRODUCT LIFECYCLE, CONTINUOUS IMPROVEMENT HOMEWORK ASSIGNMENT: IDENTIFY FIVE RETROSPECTIVE TECHNIQUES ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): AGILE GAMES Chapter 9. Agile Implementation Beyond IT Budget management, Risk Management, and Capacity Management in Agile This chapter covers the topic of delivery beyond software products. It demonstrates that project management covers all work areas, including marketing and finance, human capital management, the service industry, and beyond. In addition, it covers cultural aspects of project management and organizational change management, leadership, and influence without authority. Finally, it also addresses traditional management areas, such as budget management ("beyond budgeting" principles), risk management via impediment resolution, and capacity management. CLASS ACTIVITY: COMPARE THE TRADITIONAL ORGANIZATIONAL STRUCTURE AND AGILE STRUCTURE CASE STUDY: SPOTIFY SQUAD MODEL SIMULATION PROJECT: IDENTIFY BUDGET, RISK, AND CAPACITY MANAGEMENT MODEL FOR YOUR PROJECT TEMPLATES: BUDGET AND CAPACITY MANAGEMENT IN AGILE AND WATERFALL QUESTIONS AND ANSWERS: WHAT IS THE DIFFERENCE IN BUDGET MANAGEMENT IN MULTIPLE PROJECT MANAGEMENT FRAMEWORKS? HOMEWORK ASSIGNMENT: CREATE BUDGET MONITOR FOR THE SAME DELIVERABLE IN AGILE AND WATERFALL ENVIRONMENT ADDITIONAL SOURCES (A LIST OF ONLINE RESOURCES AND RELEVANT MATERIALS TO REVIEW): ORGANIZATIONAL STRUCTURE BY HENRIK KNIBERG Chapter 10. Scaling Agile Delivery This chapter covers project management at an organizational level, referred to as Scaled Delivery. It compares project and portfolio management with Scaled Agile approaches, including Scaled Agile Framework (SAFe), Large Scale Scrum (LeSS), and Scrum@Scale. Complexities of large-scale project delivery, including enterprise[1]level prioritization, project and product portfolio management, organizational alignment, and related organizational structures, are discussed and corporate culture and mindset. Finally, it covers the concept of organizational Agile transformation and successful patterns (pilots, change management models, communities of practice) and teamwork and innovation at the enterprise level. CLASS ACTIVITY: BUILD YOUR SCALED ORGANIZATION (GAME) CASE STUDY: TRANSFORMERS SIMULATION PROJECT: SCALE YOUR DELIVERY MODEL TEMPLATES: P.I. (PRODUCT INCREMENT) PLANNING QUESTIONS AND ANSWERS: COMPARISON BETWEEN AGILE SCALING MODELS HOMEWORK ASSIGNMENT: REVIEW ONE OF THE SCALED AGILE SUCCESS STORIES (METLIFE, BOSCH, PEPSICO, OR CISCO) AND SHARE THE FINDINGS ADDITIONAL SOURCES: PMBOK, SCRUM@SCALE BY SCRUM ALLIANCE, SCALED AGILE FRAMEWORK BY SCALED AGILE ACADEMY, LARGE-SCALE SCRUM BY CRAIG LARMAN AND BAS VODDE, (SLIGER/BRODERICK) THE SOFTWARE PROJECT MANAGER'S BRIDGE TO AGILITY Chapter 11 Conclusion: Project and Product Management Interview Techniques, Career Progression, and Continued Learning The Conclusion covers pragmatic aspects of the project and product management profession. It describes what the possible roles are (Project Manager, Program Manager, Scrum Master, Agile Program Lead, Agile Coach, Product Owner, and Product Manager) and outlines standard career progression for each of those. It provides helpful tips on how to pass a job interview for each of these roles. In addition, it contains a comparison of professional certifications (PMP, PMI-ACP, CSM, CSP, KTP, SCP, and many others), exams, and knowledge areas with advice to undergraduate students and graduate students who already have job experience in adjacent fields. Finally, it provides tips on professional associations to join and communities of practice to follow. APPENDICES A: PRODUCT AND PROJECT CAREER PATHS FOR IT PROJECTS B: INTERVIEW TECHNIQUES (STAR TECHNIQUE AND AGILE STORYTELLING CHECKLIST) C: PROFESSIONAL CERTIFICATIONS IN AGILE PROJECT AND PRODUCT MANAGEMENT D: PROFESSIONAL ASSOCIATIONS AND COMMUNITIES OF PRACTICE GLOSSARY Textbook Features Final Project Presentation: Agile Product and Project Management While each chapter of this textbook can be read independently, the book is structured so that each chapter builds on the previous one, similar to moving from product envisioning to the end of the product lifecycle. In each class, every group of students iterates on their product idea. At the end of the course, student teams present their final project. Evaluation criteria and relevant templates are provided. This course structure makes it highly practical since students go through the whole journey of Agile product and project management in one course - from ideation to delivery. Quizzes The book contains Quizzes with answers, containing over 100 questions to be used for testing. Each quiz has ten multiple-choice questions and a question for a short essay. Glossary The book includes a Glossary. There is a lack of accepted definitions around Agile delivery in general, so the Glossary fills this gap by providing precise and non-ambiguous definitions. These definitions cover the Agile terminology used throughout the book. References and Reading Materials The book contains a detailed list of References to a carefully selected set of reputable sources on Agile delivery, both printed and online. In addition, reading materials are grouped by category. Agile Professional Organizations and Certifications The book contains Agile professional organizations, including Agile Alliance, Scrum Alliance, Scaled Agile Academy, and others. In addition, it provides a set of references to Agile certifications described in detail in the Conclusion. Sources for Agile Career Advice The textbook provides practical advice in Agile product- and project management career progression, interviewing techniques, sources for continued learning and contains a list of interview questions for Agile professionals with guidelines for answering them
£42.49
O'Reilly Media Enterprise IoT
Book SynopsisCurrent hype aside, the Internet of Things will ultimately become as fundamental as the Internet itself, with lots of opportunities and trials along the way. To help you navigate these choppy waters, this practical guide introduces a dedicated methodology for businesses preparing to transition towards IoT-based business models.
£28.79
O'Reilly Media Head First PMP 4e
Book SynopsisHead First PMP teaches you the latest principles and certification objectives in The PMBOK® Guide in a unique and inspiring way. This updated fourth edition takes you beyond specific questions and answers with a unique visual format that helps you grasp the big picture of project management.
£47.99
O'Reilly Media Semantic Software Design
Book SynopsisWith this practical book, architects, CTOs, and CIOs will learn a set of patterns for the practice of architecture, including analysis, documentation, and communication. Author Eben Hewitt shows you how to create holistic and thoughtful technology plans, communicate them clearly and lead people toward the vision.
£29.99
PennWell Books Project Economics and Decision Analysis:
Book SynopsisIn Volume 2: Probabilistic Models, author M. A. Mian presents the concepts of decision analysis, incorporating risk and uncertainty as applied to capital investments. In the expanded and updated second edition of Volume 2, Mian integrates new advancements and clarifies concepts to facilitate their understanding. Each topic is introduced, followed by a brief discussion related to its application in practice and a solved example. Includes a companion CD with applications, spreadsheets, and tables that expand the practical application of the book's material.
£110.50
J Ross Publishing Business Driven PMO Setup: Practical Insights,
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£62.10
J Ross Publishing Software Estimation Best Practices, Tools, &
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£54.00
J Ross Publishing Delivering Exceptional Project Results: A
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£46.80
J Ross Publishing The ITSM Process Design Guide: Developing,
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£62.10
J Ross Publishing Business Driven Project Portfolio Management:
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£50.40
J Ross Publishing Enterprise Project Portfolio Management: How to
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£54.00
J Ross Publishing Dynamic Scheduling: With Microsoft Project 2010
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£62.10
J Ross Publishing Strategic Project Management Transformation
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£44.60
J Ross Publishing Mastering Project Portfolio Management
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£73.15
J Ross Publishing Business Driven PMO Success Stories
Book SynopsisBusiness Driven PMO Success Stories was written by and with over two dozen contributing authors from the worldwide project management and project management office (PMO) community. It offers executives, managers, and all those involved in the projects of the organization, an understanding of the value a PMO can provide, the knowledge they need to determine the purpose of their PMO, and how to craft a PMO best suited to fulfill that purpose.Trade Review"This is a MUST READ book for all PMO Managers. The information contained in this book is useful for anyone that interacts with the PMO-executives, managers, and others involved in projects within an organization. It provides a clear understanding of the value a PMO can provide, the knowledge required to determine the PMO purpose, and how to create a PMO driven by business needs." -Rita Swan, PMP (IT / SAP Project Manager); "Business Driven PMO Success Stories describes how results-oriented PMOs can have profound effects on organizations of any size. The approach Perry outlines transcends geography, industry, and technology, and is a must read for those wanting to optimize business results achieved from their PMO." -Jim C. Park, VP of Services, Tait Communications; "The importance of the business driven PMO approach can be no greater than in the project-rich developing nations of the world. Perry provides a new and much needed focus and understanding of how PMOs can be of tremendous value to businesses and organizations of all shapes and sizes." -Deji Jemiyo, Managing Partner, Jeman ConsultingTable of ContentsPart I: Business Driven PMO Insights and TechniquesSection 1-PMO MandateChapter 1: Why PMOs FailChapter 2: PMO Survey FindingsChapter 3: Project Management Community Mind-Set All WrongChapter 4: Case Study Example of PMO FailureChapter 5: Techniques for Establishing a PMO MandateSection 2-PMO Business AcumenChapter 6: Project AcumenChapter 7: Portfolio AcumenChapter 8: Dashboard AcumenChapter 9: Methodology AcumenChapter 10: Maturity AcumenSection 3-PMO FutureChapter 11: Perspectives on the PMO DomainChapter 12: Perspectives on PMO Manager Career PathsPart II: Business Driven PMO Success StoriesSuccess Story #1: Strategic PMO at the Greek Prime Minister's Office, Panos Agrapidis, GreeceSuccess Story #2: e-Government Program, Suhail AlAlmaee and Mounes Rashid Shadid, Saudi ArabiaSuccess Story #3: Thomson Reuters Aranzadi, Juan Arraiza, SpainSuccess Story #4: British American Tobacco, Marion Blake, United KingdomSuccess Story #5: An American Benefits Administration Organization, Harlan Bridges, United StatesSuccess Story #6: SIVECO Romania SA, Jimmy Char, RomaniaSuccess Story #7: An American Insurance Company, Luis Crespo, United StatesSuccess Story #8: International Facility Management Association, Jennifer Drai, United StatesSuccess Story #9: A Global 10 Company: The Consolidated PMO, Richard Eichen, United StatesSuccess Story #10: Dubai Roads & Transport Authority Laila Faridoon, United Arab EmiratesSuccess Story #11: Baker Hughes Incorporated, Ricardo Ferrero, Spain, and Kathie Mitchell, AustraliaSuccess Story #12: Tryg, Ole F. Holleufer, DenmarkSuccess Story #13: A Nigerian Telecoms Company, Henry Kazalma-Mantey, NigeriaSuccess Story #14: Tyco Flow Control, Wai Mun Koo, SingaporeSuccess Story #15: Ericsson Korea Project Office, Yechie Labay, KoreaSuccess Story #16: RACE Consulting LP, Vanessa Matsas, GreeceSuccess Story #17: A South African Financial Services Company, Colin Anthony McCall-Peat, South AfricaSuccess Story #18: ABS Nautical Systems, Christopher McCourt, United StatesSuccess Story #19: ON Semiconductor, Frank R. Myers, United StatesSuccess Story #20: Fujitsu Sweden, John O'Neill, SwedenSuccess Story #21: National Insurance Company, Frank Parth, United StatesSuccess Story #22: IBM Branch Office 120, Mark Price Perry, United StatesSuccess Story #23: ING Central and the Rest of Europe, Henny Portman, NetherlandsSuccess Story #24: Consulting for the Pharmaceutical Industry, Patrick Richard, CanadaSuccess Story #25: NAVMISSA, Andrew Wilson and Karen Krause, United StatesSuccess Story #26: A Global SW and IP Networking Product and Service Provider, Troy Youngnickel, MalaysiaSuccess Story #27: PartnerRe, Erhard Zingg and Martin Kuepfer, SwitzerlandEpilogue
£40.80
J Ross Publishing Mastering It Project Management
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£54.00
J Ross Publishing Agile Practices for Waterfall Projects
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£44.60
J Ross Publishing Project Management for Flat Organizations
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£37.00
J Ross Publishing Managing Stakeholder Expectations: A Knowledge
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£46.80
J Ross Publishing Procurement Project Management Success: Achieving
Book SynopsisBased on the author's real world experience during the course of her career in supply management, engineering, and as a project management professional, this unique guide demonstrates a practical and proven approach to using project management strategies, tools, and techniques to consistently create successful procurement practices.
£37.00
J Ross Publishing Going Beyond the Waterfall: Managing Scope
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£44.60
J Ross Publishing Mastering Software Project Requirements
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£50.40
J Ross Publishing Strategic Benefits Realization: Optimizing Value
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£50.40
J Ross Publishing Effective Complex Project Management
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£54.00
J Ross Publishing Project Quality Management: Why, What and How
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£31.30
J Ross Publishing Hyper-Productive Knowledge Work Performance: The
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£50.40
J Ross Publishing Achieve Business Analysis Certification: The
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£54.00
J Ross Publishing Project Management the Agile Way: Making it Work
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£46.80
J Ross Publishing Digital Project Management: The Complete
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£40.80
J Ross Publishing Project Interface Management: Reducing Risk on
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£54.00
J Ross Publishing The Complete Guide to Requirements Management
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£54.00
J Ross Publishing Mastering Business Analysis Standard Practices:
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£54.00
J Ross Publishing Bridging the PM Competency Gap: A Dynamic
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£31.30
J Ross Publishing Mastering Organizational Change Management
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£46.80
J Ross Publishing Investment-Centric Project Management: Advanced
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£32.25
J Ross Publishing Agile Business Analysis: Enabling Continuous
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£37.00
J Ross Publishing Achieve PMP Exam Success: A Concise Study Guide
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£62.10
J Ross Publishing Metagility: Managing Agile Development for
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£37.00
J Ross Publishing Mastering Business Analysis Versatility: Seven
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£54.00
J Ross Publishing Seven Steps to Mastering Business Analysis: The
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£54.00
J Ross Publishing Mastering Business Analysis Standard Practices
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£20.85
J Ross Publishing The New Dynamic of Portfolio Management:
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£31.30
J Ross Publishing Mastering Work Intake: From Chaos to Predictable
Book SynopsisRegardless of whether you’re creating, enhancing, or maintaining software products, work intake is a challenge you deal with constantly. Doing the right work at the right time can make or break your project, and there are surprisingly few resources to show you how to manage this process effectively. You need to know what your team is executing, what work is next, and the skill sets required to do the work.Mastering Work Intake: From Chaos to Predictable Delivery focuses on the full pipeline that work follows as it enters and exits your organization, including the different types of work that enter at different levels and times. It is a must-read for agile coaches, Scrum Masters, product owners, project and portfolio managers, team members, and anyone who touches the software development process. Mastering work intake involves recognizing that it’s easy to say “yes” and much harder to say “no.”
£40.80
Purdue University Press Project and Program Management: A
Book SynopsisChoosing the right people to carry out a project is essential to its success, and when multiple projects are combined into a complex program, the human aspect becomes even more important. Project and Program Management: A Competency-Based Approach, Fifth Edition balances a complete account of the technical aspects of project and program management with a practical approach to understanding and developing the core competencies required to accomplish desired goals. On the technical side, this book is a complete introduction to predicting costs, setting schedules, and assessing risks. On the human side, it sheds new light on how to mold different personality types into a team, how to motivate the team's members, and how to produce extraordinary results. The author details the blocking and tackling of the program management approach, describing the best way to define, organize, and schedule the work to be done, while identifying risks and controlling costs throughout the process.This fifth edition has been significantly revised, with every chapter updated. The volume considers the magnitude of recent social, political, and technological changes. Included are insights from numerous students who bring to the forefront their current real-world practices from their individual businesses, industries, and disciplines.Table of Contents List of Illustrations Preface Introduction Chapter 1. Program/Project Management Competencies Chapter 2. The Importance of Program/Project Management Chapter 3. Process Management—Evolution and Definition Chapter 4. Contract Types—What Type of Contract Should I Enter Into? Chapter 5. The Bidding Process—Obtaining a Price Quote Chapter 6. Defining the Work to be Performed Chapter 7. Scheduling and Staffing the Work Chapter 8. Risk Management—Mitigating the Impact Chapter 9. Disruptive Technologies—Thinking Outside of the Box Chapter 10. Cost, Schedule, and Performance Management—A Quantitative Premise Chapter 11. Multiple Generations in the Workplace—It's How We Grew Up Chapter 12. Connecting Generational Cohorts to Associative Thinking Chapter 13. Leadership and Gender—A Science-Based Understanding Chapter 14. Motivation and Leadership—Why We Do What We Do Chapter 15. Organization Design Models—Not Right or Wrong, More or Less Applicable Chapter 16. Building Teams—Understanding Ourselves and Others through MBTI Chapter 17. Capitalizing on the Collective Knowledge of the World Chapter 18. Establishing Program/Project Management as a Discipline Chapter 19. Managers, Leaders, and Entrepreneurs Chapter 20. The American Social Economic Context Chapter 21. Career Development—Models Chapter 22. Succession Planning—Providing Opportunities for Growth Chapter 23. The Business Case for Diversity and Inclusivity Chapter 24. Effective Communication Skills Chapter 25. Change Management—People, the Hardest Part Appendix A—Evaluating the Program Plan Appendix B—Executing the Program Plan Appendix C—Changes to the Program Plan Appendix D—Program Planning Master Process Flow Glossary Bibliography Index
£65.45
Wharton Digital Press Leading Successful Change, Revised and Updated
Book Synopsis"Few people have more experience guiding organizational change than Greg Shea and Cassie Solomon." —Adam Grant, New York Times-bestselling author, Originals and Give and Take Featured on CNBC and in Harvard Business Review and Fast Company, Leading Successful Change is now updated for 2020 and beyond to help leaders successfully navigate the ever-increasing pace of change. When Jack Dorsey returned to Twitter as CEO in 2015, the company was in trouble. But unlike so many other social media platforms that have crumbled under tough conditions, Twitter is still alive—and thriving. How did Twitter turn itself around in one of the most turbulent and competitive industries? The change management approach of authors Gregory P. Shea and Cassie A. Solomon guided a significant area of the organization's turnaround effort. In this revised and updated edition of Leading Successful Change, Shea and Solomon share success stories from a host of companies including Twitter, Viacom, and the Conference of State Bank Supervisors, offering a tested method for leading successful change, which they have developed over a combined 50 years of helping organizations do just that. In Leading Successful Change, Shea and Solomon share: Why most change efforts failThe two key tenets for making successful changeHow to create a scene that will provide a vision of the futureThe 8 Levers of Change, a tried-and-true method for designing the work environment to support the changesHow winning companies—from IKEA to Whirlpool—are successfully implementing change Change is not optional and it is difficult—but it is also not impossible—with Leading Successful Change. "A must-use guide for anyone who is faced with leading others to a future that is better than today." —Annie McKee, author, How to Be Happy at Work. "Greg Shea and Cassie Solomon have written a novel and valuable resource for leaders of change." —Michael Useem, Professor of Management, The Wharton School, and author, The Leader's Checklist "Wonderfully concise." —Richard J. Green, Board Chairman and CEO, Firstrust Bank "The handbook for positive disruption for any leader in any industry in the 2020s." —Stephen K. Klasko, President and CEO, Thomas Jefferson University; Distinguished Fellow for the Future of Health, World Economic ForumTrade Review"Few people have more experience guiding organizational change than Greg Shea and Cassie Solomon. Their book gives you a front-row seat to major transformation efforts—and a collection of tips that you can put into practice straightaway." * Adam Grant, New York Times bestselling author of Originals and Give and Take and host of the chart-topping TED podcast WorkLife *"A . . . highly readable schematic for organizational change." * Kirkus Reviews *"Leading Successful Change is more than a must-read for leaders today—it is a must-use guide for anyone who is faced with leading others to a future that is better than today. Authors Greg Shea and Cassie Solomon take a powerful and provocative stance on how change really happens. They start with people—who we are, what we need, what we care about, and how to engage our hearts and minds when we're faced with profound changes. Shea and Solomon understand that people expect and deserve care and attention from leaders, especially during times of change. In this new and exciting book, you will learn how emotionally intelligent leaders can use a field-tested framework to engage people in transformation that leaves everyone—and the organization—stronger and better equipped to thrive in our new world. Leading Successful Change is the book to read if you are a leader who genuinely cares about people and your organization's success." * Annie McKee, PhD, author of How to Be Happy at Work and coauthor of Primal Leadership and Resonant Leadership *"Greg Shea and Cassie Solomon have written a novel and valuable resource for leaders of change." * Michael Useem, Professor of Management, Wharton School, and author of The Leader's Checklist *"The financial service industry has been beset on all sides by structural changes and challenges to its business model. Rapid changes in technology, consumer expectations and behavior have joined with confusing and increasing governmental regulations, all of which now require financial organizations who want to continue to thrive to alter their businesses, the way they deliver their services, and the organizational structures that will enable them to do so. At this time, there is much more urgency to get the necessary changes right the first time, as the pace and complexity of change will not abide anything but near perfect execution. In Leading Successful Change, Greg Shea and Cassie Solomon have produced a wonderfully concise outline which will enable leaders to meaningfully engage in the visioning and execution of such changes within an organization. While the hard work of articulating the vision and implementation remain, the reader will have a strong leg up in the journey utilizing the tools provided. My thanks to them for publishing this book." * Richard J. Green, Board Chairman and CEO, Firstrust Bank *"As the nature of change in the healthcare industry evolves and the pace of change quickens, leaders are charged with taking on an increased commitment to growth and change, to look farther ahead, and to have the determination to transform their organizations in the face of greater uncertainty. Leading Successful Change is a vital resource for anyone who leads organizational change. Gregory Shea and Cassie Solomon articulate a model for envisioning and implementing change that every leader can use before and throughout any change initiative. I highly recommend Leading Successful Change as an essential reference guide." * Steven M. Altschuler, MD and Managing Director, Healthcare Ventures at Ziff Capital Partners *"Bookshelves—real and virtual—abound with books and journals about the inevitability and importance of change. Now Greg Shea and Cassie Solomon have written Leading Successful Change, which describes the organizational challenges of change and a plan to affect it. This is an important read for anyone who recognizes that dealing with change is critical to success and is concerned about past ineffective efforts. Unlike so many books on the art and science of leadership and management, this one is without fluff and consequently delivers its messages clearly and concisely." * Hugh Hochberg, Principal, The Coxe Group Inc. *"A must read! What organization doesn't struggle with change? Greg Shea and Cassie Solomon take this daunting challenge from concept to tangible and practical strategies. Their 8 levers of change help us all focus our efforts to create meaningful change in organizations." * Thomas J. Saporito, Executive Chairman, RHR International LLP *"This book should be considered essential reading for anyone who is trying to plan and/or implement change in his or her organization. It provides a very clear, succinct, and usable model for sorting through what change you are trying to accomplish and what concrete steps you intend to take to get there. In effect, it can be used as a more complex tool in the spirit of Atul Gawande's The Checklist Manifesto, since it encourages discipline where good intentions usually dominate. Once you read it, you're guaranteed to be more thoughtful about the change process and that should certainly translate into being more successful as well." * Fritz Steele, author of Consulting for Organizational Change and coauthor of Workplace by Design *"Leading Successful Change should be in the briefcase of every manager and not on their bookshelf. The reader is warned ahead of time that the size of the book is inversely proportional to its depth. I have used the approach that it presents over the years, yet I have already read Leading Successful Change twice because it is so rich. It contains the essential elements to all who manage a project, a team, a division, or an entire organization and who seek sustainable results. We have all heard the conventional wisdom regarding execution and change efforts, but how often have we been offered concrete advice that addresses the entire work environment from a systems approach? Shea and Solomon do just this in a well-written, concise manner that is both captivating for its frankness in demonstrating successes and failures in change efforts and proving that there is no small change effort. And most importantly, that it is the people who count." * Robert M. Weinstein, PhD, President, Robertet, Inc. and Chief Operating Officer, Robertet USA *"Leading Successful Change is a compact book full of high-impact ideas. These ideas, grounded in sound management science, are practical in application and profound in effect. In our organization, they transformed not only the way we think, but much more importantly, the way we act. The ideas and approach described by Shea and Solomon will be indispensable not only to any executive who truly wants to change an organization but to anyone who wants to change any human behavior system, including their own. Read it!" * Robert J. Laskowski, MD, MBA, President and CEO Christiana Care Health System (retired) *"In Leading Successful Change, Shea and Solomon powerfully explore two critical aspects of successful change. They focus on a vivid scene of the desired future as the place to start and then offer 8 compelling levers, which in various combinations can make it real. Pragmatic tools, cases, and focused questions help a reader navigate the turbulence of our current environment." * Thomas Gilmore, author of Making A Leadership Change and Lynn Oppenheim, President, CFAR *"We at Performance Programs have concentrated for 25 years on enlightening leaders about their behavior and helping them identify changes that will improve performance. Shea and Solomon's book, Leading Successful Change, cogently presents the other piece of the change puzzle, namely on how to design systems of work to drive behavioral change. Their approach is not just fresh, it is concrete and practical. Leaders should buy this book, share it, and discuss it. Most of all, they should use what's in it again and again." * Paul M. Connolly, Ph.D., President, Performance Programs, Inc. *"Myriad books are written about change management in organizations but fail to provide practical advice on how to move the entire system toward the future you envision. Through their Work System Model, Greg Shea and Cassie Solomon provide a comprehensive and practical approach to leading your organization through the often-times treacherous process of change. I've seen firsthand how effective this approach can be in complex organizations; simply put, it works! Anyone involved in either significant or incremental change processes needs to read this book." * Patrick T. Harker, President, Federal Reserve Bank of Philadelphia *"Leading Successful Change is a blockbuster resource that provides transformational, yet practical approaches to implementing and sustaining change—taking out the chaos that typically accompanies most organizational change initiatives." * Judy L. Schueler, Vice President, Organization Development & Human Resources, University of Pennsylvania Health System (retired) *"In our turbulent environment, the ability to adapt and to change efficiently have become a fundamental requirement for competitiveness. Leading Successful Change brings the reader the benefit of years of experience in helping organizations to transform themselves. Consequently, the approach presented is most practical. This book should be in the toolbox of CEOs and top executives who have to deal with this difficult mission every day: Lead your business in continuous and successful mutation. It is in mine." * Jean-Christophe Sibileau, General Manager Europe, Bonduelle Group *"In a clear and compelling style, Shea and Solomon cut through the noise and assumptions around change efforts to provide a behavior-based and highly practical approach to getting real change to occur and to stick in organizations of all kinds. I've been deeply involved in change efforts in multiple organizations and I can vouch for just the kind of approach recommended in Leading Successful Change." * Evan Wittenberg, EVP and Chief People Officer, Ancestry *"In 2020, change is no longer an option and as a leader, you can ignore all the advice you have been given about 'keeping the status quo as it is.' Gregory Shea's and Cassie Solomon's groundbreaking work on Leading Successful Change has been updated and transformed and, in my opinion, is the handbook for positive disruption for any leader in any industry in the 2020s." * Stephen K. Klasko, President and CEO, Thomas Jefferson University; Distinguished Fellow for the Future of Health, World Economic Forum *
£14.39
Information Age Publishing The Metis of Projects: How To Remain Cognizant of
Book SynopsisThe Metis of Projects addresses veteran project manager Ben Berndt’s unease with the use of established (project) management frameworks given their general inefficacy. Despite the use of these frameworks, it is estimated that some 30% of projects still fail because they deliver too late, cost more than expected and/or lack quality. Often, projects and their environments are too complex to be controlled by rather linear frameworks. Where most practitioners define complexity as ""complicated,"" most academics define complexity (more correctly) as interrelatedness. In recent years, the academic community has developed several ""level-of-complexity frameworks;"" however, these frameworks are not commonly known to practitioners and are therefore not regularly used. And, when examined further, these frameworks appear to be merely environmental scans, used to assess the level of complexity in the project management environment. But projects also carry inherent complexity; they are socially complex, and it is this social complexity that - paradoxically - needs management. Combined with personality assessments, social network theory is used here to glean a better understanding of the social complexity in a project. Berndt believes that, following Hugo Letiche and Michael Lissack's emergent coherence concept, managers should steer clear of frameworks in order to come to grips with the complex, and so he introduces whole systems methodologies, in which group understanding is used to continually set a next step. Berndt concludes his study by describing his multi-view, multi-tool participative project management style, which he thinks best aligns with (managing) the complex.
£44.96
Information Age Publishing The Metis of Projects: How To Remain Cognizant of
Book SynopsisThe Metis of Projects addresses veteran project manager Ben Berndt’s unease with the use of established (project) management frameworks given their general inefficacy. Despite the use of these frameworks, it is estimated that some 30% of projects still fail because they deliver too late, cost more than expected and/or lack quality. Often, projects and their environments are too complex to be controlled by rather linear frameworks. Where most practitioners define complexity as ""complicated,"" most academics define complexity (more correctly) as interrelatedness. In recent years, the academic community has developed several ""level-of-complexity frameworks;"" however, these frameworks are not commonly known to practitioners and are therefore not regularly used. And, when examined further, these frameworks appear to be merely environmental scans, used to assess the level of complexity in the project management environment. But projects also carry inherent complexity; they are socially complex, and it is this social complexity that - paradoxically - needs management. Combined with personality assessments, social network theory is used here to glean a better understanding of the social complexity in a project. Berndt believes that, following Hugo Letiche and Michael Lissack's emergent coherence concept, managers should steer clear of frameworks in order to come to grips with the complex, and so he introduces whole systems methodologies, in which group understanding is used to continually set a next step. Berndt concludes his study by describing his multi-view, multi-tool participative project management style, which he thinks best aligns with (managing) the complex.
£82.80
Business Expert Press Information Systems Project Management
Book SynopsisThis book addresses project management in the context of information systems. It deals with general project management principles, with focus on the special characteristics of information systems. It is based on an earlier text , but shortened to focus on essential project management elements. This chapter has presented various statistics indicating endemic problems in completing information system projects on time, within budget, at designed functionality. While successful completion of an information systems project is a challenge, there are some things that can be done to improve the probability of project success. This book reviews a number of project management tools. These include developing organizational ability to work on projects, discussed in Chapters 2 and 3. Sponsor expectations can be based upon better information if a good job of project selection is conducted, discussed in Chapter 4. Better systems analysis and design (Chapter 5) and project estimation (covered in Chapter 6) can assure that the proper skills are acquired to develop the project. Project management tools (Chapter 7) can assist project managers in coordinating the project effort, as can project management software such as Microsoft Project. Chapter 8 will return to the importance of critical success factors in the context of project implementation. Chapter 9 will discuss project control and termination.
£18.00
