Project management Books
Taylor & Francis Inc Engineering Management
Book SynopsisTrade Review"The book provides the necessary tools for modern managers to help manage technology and engineering operations. The second edition adds more contemporary topics, such as Ethics, Globalization, Creativity and Innovation."—David Ben-Arieh - Kansas State UniversityTable of ContentsIntroduction to Management Challenges for Engineers. THE FUNCTIONS OF ENGINEERING MANAGEMENT. Planning. Organizing. Leading. Controlling. BUSINESS ESSENTIALS FOR ENGINEERING MANAGERS. Cost Accounting for Engineering Managers. Financial Accounting and Management for Engineering Managers. Marketing Management for Engineering Managers. ENGINEERING LEADERSHIP IN THE NEW MILLENNIUM. Engineers as Managers/Leaders. Creativity and Innovation. Ethics in Engineering Management and Workplace. Operational Excellence. Globalization. Engineering Management in the New Millennium. Appendix: Selected Engineering Management and Business Cases.
£166.25
J Ross Publishing Organizational Project Portfolio Management: A
Book Synopsis
£46.80
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
In Easy Steps Limited Agile Project Management in easy steps
Book SynopsisThis third edition of Agile Project Management in easy steps has been updated to reflect its ongoing evolution. It explains the principles, practices, and processes of agile project management, by following an entire project, step-by-step, and covering the main activities and deliverables, including:Pre-project foundations, project vision and the business case.Ongoing discovery and definition of scope. Iterative and incremental development. Continual retrospectives and improvement. Post-project close-down and benefits review. Now with four new chapters:The changes from the traditional role and responsibilities. How to apply agile approaches to projects in more controlled environments. How the role of project management changes in organizations moving from projects to continual flow and value streams. Growing trends that project managers can benefit from today. An essential guide for anyone new to agile projects and a valuable source of inspiration for the more experienced.Includes free downloadable templates to get you started.
£11.39
Pearson Education (US) Unlocking Business Agility with EvidenceBased
Book SynopsisPatricia Kong helps organizations thrive in a complex world by focusing on enterprise innovation, leadership, and teams. She is a people advocate and fascinated by organizational behavior and misbehaviors. She is co-author of The Nexus Framework for Scaling Scrum (Addison-Wesley, 2017). Todd Miller has practical experience as a Scrum Master, Product Owner, Software Developer, and Agile coach on a variety of technical and creative projects across a multitude of industries. He has been a professional Scrum trainer with Scrum.org since 2016. Kurt Bittner has been delivering working products in short, feedback-driven cycles for more than 40 years, and has helped many organizations do the same. He is particularly interested in helping people form strong, self-organizing, high-performance teams that deliver solutions that customers love, and helping organizations use empirical feedback to achieve customer Table of ContentsForeword by Ken Schwaber xi Foreword by Dave West xv Preface xix Introduction xxvii Chapter 1: Finding Purpose 1 Rediscovering Purpose 3 Goals 4 How Goals and Measures Influence Behaviors 7 How to Rediscover Purpose 10 Closing Satisfaction Gaps Creates Value 11 Customer-Focused Goals Enable Autonomy and Purpose 14 Improving Strategic Goals 17 Ask “Why?” to Uncover the Real Objective 17 Refocus “Internal” Goals on What Customers Need to Experience 19 Think About How You Will Measure Progress Toward Your Vision 20 What to Watch For 21 Moving Forward 22 Chapter 2: Using Empiricism to Progress Toward Goals 23 Understanding Value 25 Progressing Toward Goals in a Series of Small Steps 27 Taking Small Steps Toward Goals 29 Steering Toward Goals 32 Adapting Goals 34 Adapting Tactics 36 The Real Purpose of Goals Is to Foster Conversations 36 Losing the Plot and Finding It Again 37 What to Watch For 38 Moving Forward 39 Chapter 3: Becoming (More) Effective 41 Value Is Essential, but Frequency Matters Too 42 It Is Not Delivery Speed That Is Important; It Is Feedback Speed 44 While Focusing on Speed, Do Not Lose Sight of Value 45 Speed Is Not Enough; Teams Must Also Be Effective 46 Too Many Things at Once 48 Where Should Teams Start? 50 Beware the Efficiency Trap 51 Balancing Speed and Effectiveness 52 Cutting Corners: Sometimes Necessary, Sometimes Fatal 53 What to Watch For 55 Moving Forward 56 Chapter 4: Managing and Overcoming Expectations 59 People Who Largely Seek to Validate Expectations Are Often Disappointed 60 Transforming “Bad News” into Just “News” 61 Letting Go of Expectations 64 Expectations Can Be Stubbornly Held 65 Replacing “Meeting Expectations” with “Seeking Goals” 68 Stakeholders and Transparency 69 How to Define and Categorize Stakeholders 70 Escaping the “Echo Chamber” 73 Diverse Perspectives Counter “Groupthink” 76 What to Watch For 77 Moving Forward 78 Chapter 5: Separating the Signal from the Noise 81 Identifying Signals 82 Interpreting Evidence from Signals 84 Dampening the Noise 85 Bias Creates Noise 88 The Customer Is Not Always Right 90 Objectifying Narratives 92 Getting Unstuck 94 Making Decisions 96 What to Watch For 97 Moving Forward 98 Chapter 6: Applying EBM at the Product Level 99 Mind the (Satisfaction) Gap 100 When You Find Yourself in a Hole, Stop Digging 101 Not All Ideas Are Valuable 103 Replacing False Certainty with Experimentation 104 Using Strategic Goal Mapping to Form Experiments 106 Products Are Vehicles for Running Experiments About Value 108 Sometimes Teams Lose the Thread and Need a Reminder 110 Running Experiments and Measuring Results 111 Inspecting Results and Adapting Next Steps 114 Customer Experience Is Not Always About More Features 117 Sometimes You Must Say No 120 What to Watch For 121 Moving Forward 122 Chapter 7: Applying EBM at the Portfolio Level 123 Maximizing Output Does Not Maximize Value 124 The Problems Start with Misfocused Goals 126 Revenue and Profit Are Important, But They Are Poor Goals 127 Reconnecting Investments with Customer Outcomes 128 You Can't Have It All at Once 129 How to Measure Outcomes 130 You Do Not Know What You Do Not Know 131 How to Choose Between Bets 132 Make Small Bets 133 Kill Bad Ideas as Quickly as Possible 135 Propose Experiments 138 Evaluate Proposals 139 Make Sure All the Cards Are on the Table 140 Keep Teams Intact, and Bring Them Work 140 Separating Budgeting from Funding 141 Run Experiments 141 Evaluate Progress Toward Goals 141 What to Watch For 144 Moving Forward 145 Chapter 8: Applying EBM at the Organizational Level 147 Why Change Efforts Fail 148 To Initiate Change, Give People a “Why” 149 Assess Where the Organization Is Today 150 Empowerment Takes Trust, Transparency, and Time 152 Benefits of Empowering Teams 153 Measuring Empowerment 154 Growing Empowerment 155 Inverting the Organization to Support Empowerment 156 Reducing Context Switching 157 Growing Self-Sufficient Teams 158 Aligning Supporting Departments 160 Setting and Adapting Goals 163 Most Goals Can—and Should—Change 163 What to Watch For 164 Moving Forward 165 Index 167
£25.19
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
£25.50
Burke Publishing Project Management Techniques 5ed
Book Synopsis
£26.96
Project Management Institute Building Resilient Organizations: Best practices,
Book SynopsisIn our tumultuous times, understanding and achieving resilience have never been more important. Some organizations have resilience in their DNA. They possess the agility of mind, culture, and organization to survive and thrive no matter what is put in their way.Building Resilient Organizations is focused on identifying what sets these enterprises apart, exploring the nature of resilience for organizations. Along the way, we discover some inspiring global examples of resilient projects in practice and some novel thinking for leaders to consider about what it takes to be resilient over the long haul.With contributions from leading thinkers and practitioners from throughout the world, Building Resilient Organizations will enable you and your organization to further develop resilience as a muscle in your organization.
£16.96
John Wiley & Sons Inc Contract Strategies for Major Projects
Book SynopsisTable of ContentsAcknowledgments ix Introduction: What This Book Is About 1 1 Ten Key Principles of Contracting 13 2 Data, Methods, and Nomenclature 29 3 Contracting and Project Outcomes: The Common Strategies 45 4 Exploring Why They Work the Way They Do 77 5 The Unusual EPC Lump- Sum Strategies 115 6 Collaborative and Relational Contracting Strategies 135 7 Prequalification 159 8 The Use of Supplemental Incentives 181 9 It’s All About Risk 215 10 Who Should Control Contracting Strategy? 243 11 The Effects of Scale 253 12 Toward Fair, Balanced, and Smart 261 Appendix: Description of Independent Project Analysis, Inc. 271 Glossary 275 Index 283
£28.49
Purdue University Press Productivity and Reliability-Based Maintenance
Book SynopsisProductivity and Reliability-Based Maintenance Management, Second Edition is intended to provide a strong yet practical foundation for understanding the concepts and practices of total productive maintenance (TPM) management—a proactive asset and resource management strategy that is based on enhancing equipment reliability and overall enterprise productivity. The book is intended to serve as a fundamental yet comprehensive educational and practical guide for departing from the wait-failure-emergency repair cycle that has plagued too many industries, instead advancing a proactive and productive maintenance strategy. It is not intended to be a how-to-fix-it manual, but rather emphasizes the concept of a world-class maintenance management philosophy to avoid the failure in the first place. Universities, junior and community colleges, and technical institutes as well as professional, corporate, and industrial training programs can benefit by incorporating these fundamental concepts in their technical and managerial curricula. The book can serve as a powerful educational tool for students as well as for maintenance professionals and managers. In addition to updating the previous historical and statistical data and tables, the second edition expands on and adds to case studies based on current maintenance-related events. Several numerical examples and explanations are revised in order to enhance the clarity of the methodology. The second edition introduces the readers to the state-of-the-art concepts of the Internet of Things (IoT), smart sensors, and their application to maintenance and TPM. Table of Contents About the Author Preface Acknowledgments 1 Introduction 2 Statistical Applications 3 Preventive Maintenance 4 Predictive Maintenance 5 Nondestructive Testing and Evaluation 6 Implementing TPM 7 TPM Implementation and Process Improvement Tools 8 Facility Maintenance Projects Planning and Control 9 Computerized Maintenance Management Systems Case in Point: CMMS and ISO/QS Certification Solutions and Answers to Selected Questions Index
£65.70
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
John Murray Press Project Management In A Week
Book SynopsisManaging projects just got easierThis book will help you come to grips with the basics of project management in a week. By the end of the week you will know your way through the process more clearly. For a start, you will have to consult your end users to work out their precise requirements. You will then need to work out the best way to deliver the required outputs, consider the size of the team you will need to meet those requirements and prepare a schedule for the project. Most importantly, you will need to firm up costs, work out a budget and develop monitoring procedures to keep to the agreed costs. You will learn tips for communicating well, especially when dealing with unexpected problems that may arise.Each day of the week covers a different area and the material is structured for ease of reference. An introduction gives you a ''heads-up'' as to what the day is about. The main material then explains the key lessons to be learned. Important principles are cTable of Contents : Sunday: Think clearly : Monday: Plan your project carefully : Tuesday: Cost your project wisely : Wednesday: Implement your project successfully : Thursday: Communicate effectively : Friday: Deal with change constructively : Saturday: Conclude and evaluate your project positively
£10.44
HarperCollins Publishers Inc The 20 Doctrine How Tinkering Goofing Off and
Book SynopsisOffers insights for CEOs and employees alike, revealing how innovation is being fueled by passionate workers and the companies that give them the time to explore what they care about most. This title focuses on the thought-leaders who are shaking up the corporate landscape, visionaries whose experiences can offer salvation for corporate America.Trade Review"Tate's enthusiastic but objective study gathers momentum as the book progresses; each chapter builds on the previous one, and he's quick to point out the practicality of the process. Whether readers are in the corner office or the boiler room, they'll likely find Tate's opus to be inspiring and informative." -- Publishers Weekly "Useful and inspiring advice for tinkerers." -- Kirkus Reviews "In any organization a lot of the rank-and-file are ready to start efforts which will contribute to their community, maybe building the bottom line. The 20 % Doctrine shows how organizations have made that work in real life, and how you might make that happen where you work." -- Craig Newmark, founder of Craigslist and Craigconnects "The most innovative companies in America are those that are willing to let employees explore their own pet projects on company time. The 20% Doctrine is a smart, well-written look at this new path to innovation, full of examples that are engaging, thought provoking, and intriguingly diverse." -- Chris Anderson, editor-in-chief of Wired magazine
£16.14
McGraw-Hill Education - Europe Project Management
Book SynopsisThe theme of the last edition will continue as authors improve individual chapters by adding a brief introduction that outlines the central points of the chapter and warms up readers for what follows. Each chapter concludes with four additional sections: a listing of additional sources of information in the form of a generously annotated bibliography; a listing of project management principles that summarize chapter content in pithy statements of enduring, universal value; a project management situation--a brief, descriptive case study that illuminates chapter content by way of a practical example; and a student/reader assignment that offers food for thought, discussion, or investigation. More student problems are added in this edition along with new chapters throughout and up-dated chapters where change is warranted. Graphics and illustrations updated with side bar information included throughout and the book with have a new look in a larger 7 3/8 x 9 A trim.Table of ContentsPREFACEACKNOWLEDGMENTSINTRODUCTIONPart 1: IntroductionChapter 1: The Evolution of Project ManagementChapter 2: Why Project Management?Chapter 3: The Project Management ProcessPart 2: The Strategic Context of ProjectsChapter 4: When to Use Project ManagementChapter 5: The Strategic Context of ProjectsChapter 6: The Board of Directors and Major ProjectsChapter 7: Project Stakeholder ManagementChapter 8: Strategic Issues in Project ManagementPart 3: Organizational Design for Project ManagementChapter 9: Organizing for Project Management Chapter 10: Project Portfolio ManagementChapter 11: Project AuthorityChapter 12: Project Management MaturityPart 4: Project OperationsChapter 13: Project PlanningChapter 14: Project Management Information SystemChapter 15: Project Monitoring. Evaluation, and ControlChapter 16: The Project Earned Value Management SystemChapter 17: Project TerminationPart 5: Interpersonal Dynamics in the Management of ProjectsChapter 18: Project LeadershipChapter 19: Project CommunicationsChapter 20: Successful Project TeamsPart 6: The Cultural ElementsChapter 21: Continuous Improvement Through ProjectsChapter 22: Cultural Considerations in Project ManagementPart 7: New ProspectsChapter 23: Alternative Project TeamsINDEX
£41.79
Taylor & Francis Ltd Breakthrough Technology Project Management
Although there are many books of methods and tools in different areas, few books actually give detailed tips and lessons on how to effectively set up and manage projects. Most books on project management devote all their space to specific methods. Breakthrough Technology Project Management, Second Edition provides tangible guidelines through examples and suggestions to help people participate in and manage projects more effectively. The authors'' techniques and guidelines have been proven over the past 15 years in courses and counseling. This book is a valuable tool for those working in information systems, engineering, computer science, operations and production, and other environments involving project management.
£58.89
Pearson Education (US) Agile Software Development with SCRUM
Book Synopsis Ken Schwaber is president of Advanced Development Methods (ADM), a company dedicated to improving the software development practice. He is an experienced software developer, product manager, and industry consultant. Schwaber initiated the process management product revolution of the early 1990's and also worked with Jeff Sutherland to formulate the initial versions of the Scrum development process. Mike Beedle, an experienced software development practitioner, is the founder and CEO of e-Architects, Inc., a management and technical consulting company that helps its clients develop software in record time. Beedle has contributed to thousands of software projects for the last 20 years, and has used, recommended, and guided others to implement Scrum since 1995. Trade Review"Agile development methods are key to the future of flexible software systems. Scrum is one of the vanguards of the new way to buy and manage software development when business conditions are changing. This book distills both the theory and practice and is essential reading for anyone who needs to cope with software in a volatile world." — Martin Fowler, industry consultant and CTO, ThoughtWorks "Most executives today are not happy with their organization's ability to deliver systems at reasonable cost and timeframes. Yet, if pressed, they will admit that they don't think their software developers are not competent. If it's not the engineers, then what is it that prevents fast development at reasonable cost? Scrum gives the answer to the question and the solution to the problem. — Alan Buffington, industry consultant, former Present, Fidelity Systems Company Table of Contents 1. Introduction. 2. Great Ready for Scrum! 3. Scrum Practices. 4. Applying Scrum. 5. Why Scrum? 6. Why Does Scrum Work? 7. Advanced Scrum Applications. 8. Scrum and the Organization. 9. Scrum Values.
£50.00
Pearson Education Project Management for Information Systems
Book SynopsisTable of Contents 1 Types of information systems projects 2 Business strategy and information systems 3 The business case 4 The organizational framework 5 The programme and project support office 6 Development lifecycles and approaches 7 The profile of a project 8 Project planning: understanding the work 9 Project planning: estimating 10 Project planning: scheduling and resourcing 11 Monitoring progress 12 Exercising control 13 Reporting progress 14 Managing quality 15 Managing risk 16 Value management 17 Selling the project 18 Managing stakeholders 19 Managing suppliers 20 Managing change 21 Leadership and performance 22 Managing the team 23 The project manager 24 Developing your career Glossary Index
£77.89
Pearson Education (US) Software Ownership Transfer
Book SynopsisVinod Sankaranarayanan, a Project Management Consultant at ThoughtWorks, has advised many organizations in the Finance, Travel, Retail, and Healthcare space. Along the way he has handled several large project delivery responsibilities. He has witnessed and driven several sourcing transitions for his clients. Vinod started his professional career in the pre-Agile era and later adapted to the Agile model of working. This has enabled him to empathize with and provide practical suggestions to clients who often find themselves making Agile transitions and sourcing transitions at the same time. Vinod has essayed the roles of a business analyst, tester, pre-sales consultant, program manager, account manager, Agile coach, and practice leader as part of his long IT Journey. Before ThoughtWorks, Vinod worked at Mindtree, a well-known IT services organization. At Mindtree he was one of the founding members of the Business Analysts Council and the Agile Council, focusing on creTrade Review“There are many shifts occurring today as companies implement their digital business strategies. One aspect of this shift—companies are adjusting their approach to outsourcing in part by reinsourcing systems critical to their new technology-driven strategies. The problem is that there is little research or information available on transferring application systems knowledge and ownership from one organization to another—until now. In Software Ownership Transfer, Vinod draws on his experiences, large and small, in making such critical transfers. I particularly like his distinction between knowledge transfer and ownership—not ownership in the legal sense, but ownership in the sense of a team taking ‘ownership’ of their new responsibility. Knowledge transfer is only the first step in ownership transfer. If you are contemplating the transfer of an application system—from a vendor to in-house or from one internal location to another (as happens often today)—then you need to use this book as a model for making your transfer a success.” — Jim Highsmith, author of Agile Project Management, coauthor of The Agile Manifesto “Software is becoming increasingly central to most modern organizations. Indeed, it has become trite to observe that one should no longer have a ‘digital strategy’ or a ‘technology strategy’: These strategies now form the core of the business strategy itself. This shift is seeing many organizations reconsider their software-sourcing strategy, such as, for example, bringing back in-house resources that they previously outsourced. The process of transferring the ‘ownership’ of core digital products is complex and can frequently be the source of disappointment, to say the least. In the worst case, significant investments can be lost in the transfer process. In this book, Vinod Sankaranarayanan draws upon his significant experience in digital product ownership and transfer, backed by copious real-life examples, and draws some important recommendations for any leader or organization overseeing a transition between teams, whether internal or external. A highly recommended read for any leader who is contemplating or is in the process of a digital product transfer.” — Chris Murphy, group managing director, Europe, Middle East, and South Asia, ThoughtWorks “Vinod has written a compelling book on a topic that is generating a lot of interest today but whose business outcomes are not yet clear. Combining his own rich experience as a practitioner of Agile techniques with a lucid narrative style, Vinod provides many insightful perspectives to address the challenging yet essential function of ownership transfer of IT projects. More importantly, Vinod has been able to bring structure and practical application to an area that most often than not is ad-hoc and ambiguous. This piece of work is an important step in addressing a question that will become more and more relevant in the complex world of IT outsourcing and offshoring in the years to come.” — Rizwan Hazarika, CIO and cloud advisory services lead, ASEAN region, IBM “Knowledge transfer is an area that too many executives are willing to throw under the bus (along with QA) when budgets and deadline pressures begin to loom. Vinod provides a compelling rationale for understanding why knowledge transfer needs to be planned as a normal part of the SDLC. We ignore his analysis at our own peril!” — John Peebles, senior vice-president, digital media at Sothebys “Every once in a while, the care and feeding of software assets changes hands in enterprise IT. This may be because of a decision to outsource, insource, or simply switch vendors. The quality of the handover is crucial, as Vinod points out in this one-of-a-kind book. But handovers receive less attention than required—in practice as well as in theory—as evidenced by the lack of books on this topic. Handovers are typically dealt with as a three-month transition exercise, usually irrespective of the size and complexity of the transition. Post-transition performance almost always dips as a result, and it takes years to recover. Software Ownership Transfer provides excellent insights on what it takes to avoid post-transition blues.” — Sriram Narayan, author of Agile IT Organization Design and IT management consultant at ThoughtWorks “Typically in a project-transition context, the environment is hostile as one team is losing the work and the other is taking it over, which leads to not-so-productive outcomes. Vinod has brought in a new approach to the situation, using Agile principles and values, making it a more collaborative effort. The book is a good read with rich elucidation of experiences and case studies of real-life engagements.” — Vishwesher Hegde, partner, PM Power Consulting “Every organization has to deal with ownership changes in software projects. Hardly any organization, however, consciously plans for such transitions to be successful. The costs of poorly executed ownership transfers are huge and have a permanent impact on the organization and its business. Vinod Sankaranarayanan, in this book, draws upon his extensive experience in the software industry to build a framework and a step-by-step guide for us to use whenever we execute ownership transfers in our teams, organizations, or business-units. This book is a must-read and a must-have for IT project leaders and architects. It is guaranteed to increase the chances of software ownership transfer success manifold.” — Vishy Ranganath, director of product development at Intuit “I would suggest this book for anyone transferring any IT service. No matter how many transfers you have been a part of (specific service, acquisition, divestiture, etc.), there’s always a gotcha you need to look out for, and this book makes you aware of most of them. Personally, I found the areas of Agile consideration to be most beneficial because this is so relevant for today’s mature development organizations. It’s obvious Vinod took his time to make this book so clear even the most non-techy of techies can understand it. It’s easy to understand if you are a developer, manager, PM, or exec.” — Armando Morales, senior manager, Cisco IT “Knowledge transition is one of the most important phases of a software development lifecycle. Vinod has very beautifully captured various aspects of the process and has given great suggestions so that other projects could benefit from it. The book has an interesting narrative based on real-life experiences and practical situations that keeps the reader engaged. While the book would be useful for any software development methodology, the Agile way of doing the knowledge transition makes sure that both the parties actively pair during the transition to ensure the ownership transfer and not just to complete yet another milestone.” —Pravin Thakur, offshore development head, Thetrainline.com “This book is a good reference for the ownership-transfer approach. It covers aspects related to both management and engineering practices. Vinod has very well explained his experience, to which we can relate.” —Anish Cheriyan, director-quality, Huawei Technologies, India “Ownership transfer is not an everyday affair in project delivery. Neither is it so rare that people in the industry can wish it away. It is a crucial phase of projects and lays the foundation for a new beginning. At the same time, it is a perilous path as this phase brings with it many unknown unknowns. It is also dangerous because leaders are not always in control of situations given the multi-party involvement. Vinod brings out much needed attention and focus to an underrated topic through this book. The book provides details on both hard and soft aspects that play out during an ownership transfer. It also brings an interesting angle on using Agile principles for such activities. A must-read for technologists who want to handle such transitions professionally.” —Padmanabhan Kalyanasundaram, head of the delivery excellence group at Mindtree “We are starting to see the influence of Agile combined with digitization in almost every organization. Ownership of these initiatives is a key criterion to making Agile successful in today’s fast-paced tech world. Vinod has captured the essence of ownership in delightful detail, including the challenges and pitfalls, which are illustrated very well with real-life examples. He brings in a refreshing approach to taking ownership utilizing the fundamental principles of Agile. A very useful book for transition managers and all members in the delivery organization.” —Jijo Olassa, CEO and cofounder, Verbat Technologies “Project transitions are common in a multi-actor world. One of the key components of transition is knowledge transfer. Vinod provides a practitioner’s multidimensional perspective on best practices to adopt covering technical and human-related aspects. It covers Lean Agile, the three bridges, and specific measurement metrics to quantify the efficacy of the process. These are based on real-life experiences from the trenches. If you are interested in quickly executing the insights in this book, you would find the Things to Know and Do sections extremely crisp and actionable. Overall it fills a much-needed knowledge gap and can serve as an execution playbook for effective project transfers.” — Derick Jose, cofounder, Flutura “Vinod has put together a compelling book that illustrates how not to be doing knowledge transfers. He has then married Agile philosophies to provide a completely different take on knowledge transfers, or ownership transfers, as he calls them. Since I had run a similar exercise, I could relate to a lot of the principles in the book. Coming from a product management background, I was particularly interested in the concept of ‘continuous business.’ The narrative-driven style ensures that the book is an easy read. The approaches given in this book will aid any IT organization as they execute their restructuring efforts or revamp their sourcing strategies.” — Linda Taylor, product manager, thetrainline.com “This book addresses a topic missing in current literature. It provides a valuable addition to the professional literature. In particular, the text is based upon the actual experiences of the author and his team. Numerous real-life examples are cited and bring the text a rich sense of practical advice. More important, the author has generalized the team experience and shown how this knowledge may be applied generally. While the book focuses primarily upon the issues faced by teams who use an Agile approach, most of the topics can be applied more globally. I have participated in ownership transfer, especially in the re-insourcing of IT services from Electronic Data Systems to the Blue Shield of California client team. Almost all of that development had been accomplished in a more traditional fashion. We would have benefited greatly from having a guidebook such as this to assist us.” — Daniel Scott, chief consultant, LD Scott Consulting “A thorough and interesting account of a complex handover. This book talks candidly about a topic that the industry prefers not to address openly. This unique insight provides lessons for anyone thinking about taking over or handing over the development and running of a system. Seeing where others have succeeded and failed gives real practical guidance on everything from the structuring of contracts to the running of the teams.” — Brett Ansley, CPO, VictoriaPlum.com “Organizations constantly strive for operational excellence, which also translates into expensive initiatives in the form of business transformation projects. The most crucial aspect of these projects is not about going for the best solution but about ensuring transition into superior business processes with minimal disruption. Every servicing organization has a certain well-documented methodology for these transition activities. However, most of these methodologies suffer from near-sighted or one-sided risk mitigation strategies (for the vendor only) and often result in frustration and unhappiness on the client’s part. Vinod is putting together a well-defined framework around this critical aspect of project delivery. This book will be a handy tool for novices as well as for seasoned professionals in providing a structured framework for transition with crucial business transformation projects. The emphasis on Agile methodology for knowledge transfer is very relevant right now as more and more customers are moving out of waterfall delivery expectations and are aiming for quicker payback from their investments. This book will help servicing vendors in delivering critical projects smoothly sans any operational risk or any cultural shock alike.” — Gaurav Mishra, enterprise data architect, BMO Harris Bank “Knowledge transition is important to any project. Vinod has shown how it can be made collaborative and effective while focusing on business continuity with his vast experience in ownership transfers. This book is useful for anyone attempting to move projects between teams located anywhere.” — Pramod Sadalage, coauthor of NoSQL Distilled and Refactoring Databases: Evolutionary Database Design “Each IT application transfer project has its nuances and while there is a framework and best-practice guideline—the success or otherwise of a project is based on a clear understanding of its nuances and challenges, which would then pave the way for a well thought-out transfer program. Vinod has articulated well the need to strike a balance between leveraging such a standard framework and chalking out a fit-for-purpose program. Vinod has further brought this out through some options, such as, for instance, by outlining the efficacy of DevOps model, a model that seems to stand a much better chance of succeeding. IT application transfer projects often go off rails due to a short-term focus. Vinod has again described the importance of defining a scope that looks beyond the short-term milestones and considers the overall needs of the business—that is, the sustainability of the outcome of such transfer projects. A critical success factor for an IT application transfer project is the need for upfront and continuing trust among all stakeholders, and more importantly, an alignment on the mutual benefit of the project. Vinod has articulated well the people dynamics and how an ‘upfront foundation of trust’ could cut out wastes in the process and ensure that teams are working for a common purpose. Blatantly obvious, but Vinod has stressed the importance of this dynamic in a very compelling manner.” — Ravikumar MR, head of strategic operations - global markets, Allied World Assurance Company “This book is not a theoretical dissertation on transferring ownership of a software project; it is a usable reference guide on how to set up a project to enable successful transition. Many of the ideas generated will lead to a healthy team environment and make for better all-around product delivery.” — Sameer Deans, delivery partner (principal consultant) “This book is an excellent treatise on a highly critical subject, which is often not only taken for granted but also done incorrectly. The book is even more credible as Vinod has expounded the topic based on his extensive practical experience. IT products and solutions are highly valuable knowledge-based assets, and therefore it is imperative that the ‘ownership’ of knowledge transfer be done diligently. The approach propounded by Vinod, which is based on Agile principles, will certainly help in significantly reducing the disruptions and uncertainties not only during the transfer process, but more importantly, after the transfer as well.” — Sunil Mundra, Agile principal consultant, ThoughtWorks “In a fast-paced world where knowledge transfer is often outstripped by the speed of business—with the next project often takes focus before the last project is fully embedded and sustainably maintained—Vinod provides much-needed practical insights that bring agility to this last mile of implementation.” — Betty Enyonam Kumahor, managing partner, The Cobalt Partners “This book breaks the misconception that software ownership transfer is confined to knowledge transfer. Through various anecdotes, Vinod takes us on a journey of the complete spectrum of software ownership transfer, discussing the technology issues, process issues, people issues, emotional issues, security issues, stakeholder expectations, etc. He also gives practical information on how to use Agile methodology in ownership transfer and how we measure progress. A good read if you are involved in any kind of software ownership transfer.” — Dattatri Salagame, COO - digital transformation and enterprise solutions, Happiest Minds Technologies “In an IT application knowledge-transition scenario, it is the ownership transfer that makes or breaks the day. This is seldom understood. Vinod has brought out this aspect with good anecdotes from other situations as well.” — Ramesh Ramakrishnan, Tata Consultancy Services “The book provides some excellent examples and food for thought to anyone who is considering or about to embark on the perilous journey that is software ownership transfer. Pulling from the concepts and principles of Agile development, as well as from the author’s own broad experience, the reader will be well armed with a list of considerations to help them work through the handover process. A worthwhile read!” — Cecile Diener, product manager, Equidelta Table of Contents Introduction Chapter 1: The Challenge with Knowledge Transfers Chapter 2: Ownership Transfer: Bringing Home a Child Chapter 3: The Approach Chapter 4: The Program Chapter 5: Being Agile Chapter 6: Culture Chapter 7: Engineering Chapter 8: Infrastructure Chapter 9: Continuous Business Chapter 10: Executing Ownership Transfer Chapter 11: Process Chapter 12: Measuring Ownership Transfer Chapter 13: The Three Bridges Chapter 14: Putting It Together Chapter 15: Conclusion Chapter 16: Epilogue
£26.54
Pearson Education (US) Professional Coaching for Agilists
Book SynopsisDamon Poole has provided Agile coaching and training for thousands of people at companies such as EMC, Capital One, Oanda, Ford, and Fidelity. He speaks frequently at Agile Alliance, Agile New England, Kentucky Fried Agile, Atlassian Summit, Agile and Beyond, Agile Toronto, and others. As a coach of coaches at Eliassen, Damon led the Agile Delivery team which grew to hundreds of Scrum Masters and Agile Coaches in the field. He created Eliassen's Agile Transformation approach and the training content across all aspects of Agile, and led the effort to provide opportunities for the coaches to advance in their coaching journey. This background gave Damon the opportunity to learn from hundreds of Agile Coaches in an enormous variety of client environments and from the wider international Agile community. Damon is an International Coaching Federation Associate Certified Coach, International Coach Academy Certified Professional Coach, and is an ICAgile Certified ProfeTable of ContentsPreface xiiiAcknowledgments xixAbout the Authors xxi Chapter 1: Basics of Professional Coaching 1 What Is Professional Coaching? 1 Our Coaching Toolbox: Principles, Objectives, and Techniques 6 Objective-Based Coaching 7 An Example Coaching Conversation 12 Powerful Questions: The Primary Tool of Professional Coaching 14 Applying Professional Coaching to Teams and Organizations 19 Chapter Summary 19 Chapter 2: Professional Coaching in Depth 23 Professional Coaching Starts with Permission 24 The Session Purpose 25 Exploring the Coachee's Mental Landscape 29 Forward Motion (aka Planning) 30 Closing a Coaching Session 33 Coaching Techniques 34 An Extended Example of Professional Coaching 36 Chapter Summary 39 Chapter 3: Acting as a Mirror 41 Neutrality: The Absence of Distortion 42 Fully Absorbing Information 43 Consider Your Response 46 Reflecting the Coachee in Your Response 47 Helping the Coachee Focus 50 Using the Team to Augment Your Coaching 53 A Complete Summary of Professional Coaching 55 Chapter Summary 57 Chapter 4: Offering Expertise 59 Resisting the Urge to Provide Unsolicited Expertise 60 Handling Explicit Requests for Expertise 60 Sharing the "Minimum Viable" Amount of Expertise 66 We All Have Blind Spots 69 Applying a Coaching Mindset to Teaching 71 Creating a Self-Serve Knowledge-Sharing Environment 72 Guidelines for Sharing Feedback and Expertise 74 Additional Considerations for Sharing Feedback and Expertise 74 Receiving Feedback as a Coach 76 Chapter Summary 76 Chapter 5: Coaching toward Performance 79 Connecting People with Their Best Selves 80 Shifting from Obstacles to Goals 83 Providing Feedback on the Coachee's Journey 85 Rewiring Our Thought Patterns 88 Team Self-Coaching 94 Supporting Coachee Improvement Efforts 94 Chapter Summary 95 Chapter 6: Being the Best Coach You Can Be 97 Bring Your Whole Self to Coaching 98 Leverage Your Emotional Intelligence 102 Experiment and Take Risks to Grow as a Coach 105 Consider Specialized Tools and Techniques 107 Incorporate Coaching Skills into Your Everyday Interactions 109 Pursue Excellence 112 Chapter Summary 114 Chapter 7: Leveraging Group Facilitation 117 The Best Results Emerge from Self-Organizing Teams 118 Facilitation Structures and Practices That Maximize Coachee Choice 119 Powerful Activities--Powerful Questions for Teams 122 Additional Opportunities for Team Coaching 125 Case Studies 126 Chapter Summary 133 Chapter 8: The Coaching Engagement 135 Discovering the Work That Needs Doing 136 Doing the Work 137 Measuring Agility 140 What's Your Coaching Engagement Model? 141 Coaching Contrasted with Other Services 142 The Coaching Agreement for the Coaching Engagement 143 Chapter Summary 148 Appendix A: Exercises 151 Guidelines for the Exercises 151 Exercises for Chapter 1 153 Exercises for Chapter 2 155 Exercises for Chapter 3 157 Exercises for Chapter 4 160 Exercises for Chapter 5 161 Exercises for Chapter 6 162 Exercises for Chapter 7 164 Exercises for Chapter 8 165 Additional Exercises 166 Appendix B: References 169 Our Coaching Principles 169 Coaching Objectives 170 Behaviors to Do and Avoid 171 Professional Coaching Starting Reference 173 Guidelines for Creating Powerful Questions 175 Additional Powerful Questions 176 Guidelines for Sharing Feedback and Expertise 177 Guidelines for Staying in the Coaching Mode as Much as Possible 178 Example Descriptions of an Agile Coach and Professional Coaching 179 Example Coaching Agreements--For Individuals, Teams, and Organizations 181 Example Service Offerings 184 Coaching Techniques 186 Recommended Resources 195 Index 197
£23.39
Pearson Education (US) Essential Scrum
Book SynopsisTrade 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
Pearson Education (US) The Scrum AntiPatterns Guide
Book SynopsisStefan Wolpers is a Professional Scrum Trainer at Scrum.org, Agile Coach, and Scrum Master, specializing in guiding agile transformations through practices like Scrum, LeSS, Kanban, Lean Startup, and professional product management. He's a licensed Agile Fluency Team Diagnostic facilitator with a history of senior leadership roles. His agile coaching focuses on scaling product delivery for fast-growing, venture-capital-backed startups as well as transitioning existing teams in established enterprises. Stefan curates the widely-followed Food for Agile Thought newsletter, engaging 50,000+ global Agile enthusiasts. He shares insights on Age-of-Product.com, hosts a vibrant Slack community of 18,000+ agile practitioners, and has authored e-books on agile themes, garnering over 100,000 downloads.Table of ContentsForeword by Dave West xv Foreword by Janna Bastow xvii Preface xix Introduction xxv Chapter 1. Scrum Master Anti-Patterns 1 Introduction 1 The Scrum Master According to the Scrum Guide 2 Possible Reasons Why Scrum Masters Leave the Path 2 Anti-Patterns from Acting as an Agile (Line) Manager 5 Scrum Master Anti-Patterns by Scrum Events 15 The Sprint Planning 15 The Sprint 17 The Daily Scrum 20 The Retrospective 22 Food for Thought 26 Conclusion 26 Chapter 2. Product Owner Anti-Patterns 29 Introduction 29 The Role of the Product Owner According to the Scrum Guide 30 Product Backlog and Refinement Anti-Patterns 31 Sprint Planning Anti-Patterns 40 Sprint Anti-Patterns 42 Product Owner Anti-Patterns during the Daily Scrum 46 Sprint Review Anti-Patterns 50 Food for Thought 52 Conclusion 52 Chapter 3. Scrum Developer Anti-Patterns 55 Introduction 55 The Role of the Developers in Scrum 56 Developer Anti-Patterns by Scrum Events 56 Sprint Anti-Patterns 56 Sprint Planning Anti-Patterns of the Developers 66 Anti-Patterns during the Daily Scrum 68 Developer Anti-Patterns Concerning the Sprint Review 75 Sprint Retrospective Anti-Patterns of Developers 76 Anti-Patterns at the Product Backlog Level 77 Food for Thought 81 Conclusion 81 Chapter 4. Scrum Stakeholder Anti-Patterns 83 Introduction 83 Common Scrum Stakeholder Anti-Patterns 84 Scrum Stakeholder Anti-Patterns at the Organizational Level 84 Sprint Anti-Patterns of the IT Management 96 Incentivized Scrum Stakeholder Anti-Patterns 98 Stakeholder Anti-Patterns at Scrum Event Level 104 Product Backlog and Refinement Anti-Patterns 105 The Daily Scrum 105 Sprint Planning Anti-Patterns of Stakeholders 106 The Sprint Review 106 The Sprint Retrospective 107 Food for Thought 108 Conclusion 108 Chapter 5. Sprint Anti-Patterns 109 Introduction 109 The Purpose of the Sprint 109 Sprint Anti-Patterns 111 Sprint Anti-Patterns of the Product Owner 111 Sprint Anti-Patterns of the Developers 112 Sprint Anti-Patterns of the Scrum Master 113 Sprint Anti-Patterns of the Scrum Team 113 Sprint Anti-Patterns of the IT Management 118 Sprint Review Anti-Patterns of Stakeholders 121 Food for Thought 123 Conclusion 124 Chapter 6. Sprint Planning Anti-Patterns 125 Introduction 125 Preparing the Sprint Planning 127 Sprint Planning Anti-Patterns 127 Sprint Planning Anti-Patterns of the Developers 127 Sprint Planning Anti-Patterns of the Product Owner 132 Sprint Planning Anti-Patterns of the Scrum Team 134 Sprint Planning Anti-Patterns of the Scrum Master 138 Food for Thought 139 Conclusion 140 Chapter 7. Daily Scrum Anti-Patterns 141 Introduction 141 The Purpose of the Daily Scrum According to the Scrum Guide 142 Daily Scrum Anti-Patterns 143 Daily Scrum Anti-Patterns of the Scrum Team 143 Daily Scrum Anti-Patterns of the Developers 146 Daily Scrum Anti-Patterns of the Product Owner 150 Daily Scrum Anti-Patterns of the Scrum Master 150 Daily Scrum Anti-Patterns of the Stakeholders 151 Food for Thought 154 Conclusion 155 Chapter 8. Sprint Review Anti-Patterns 157 Introduction 157 The Scrum Guide on the Sprint Review 158 Sprint Review Anti-Patterns 159 Sprint Review Anti-Patterns of the Scrum Team 159 Sprint Review Anti-Patterns of the Product Owner 162 Sprint Review Anti-Patterns of the Developers 165 Sprint Review Anti-Patterns of the Stakeholders 167 Food for Thought 174 Conclusion 175 Chapter 9. Sprint Retrospective Anti-Patterns 177 Introduction 177 The Scrum Guide on the Sprint Retrospective 178 Sprint Retrospective Anti-Patterns 179 Sprint Retrospective Anti-Patterns of the Scrum Team 179 Sprint Retrospective Anti-Patterns of the Scrum Master 187 Sprint Retrospective Anti-Patterns of the Organization 191 Food for Thought 194 Conclusion 195 Chapter 10. Product Backlog and Refinement Anti-Patterns 197 Introduction 197 The Product Backlog According to the Scrum Guide 198 Common Product Backlog Anti-Patterns 200 General Product Backlog Anti-Patterns 200 Product Backlog Anti-Patterns of the Product Owner 207 Product Backlog Anti-Patterns of the Developers 209 Product Backlog Anti-Patterns of the Scrum Team 211 Food for Thought 212 Conclusion 213 Chapter 11. Sprint Backlog Anti-Patterns 215 Introduction 215 Sprint Backlog Anti-Patterns 216 Sprint Backlog Anti-Patterns of the Scrum Team 217 Sprint Backlog Anti-Patterns of the Developers 220 Sprint Backlog Anti-Patterns of the Product Owner 225 Food for Thought 228 Conclusion 228 Chapter 12. Increment Anti-Patterns 229 Introduction 229 The Purpose of the Increment According to the Scrum Guide 230 Increment Anti-Patterns 231 Increment Anti-Patterns by the Scrum Team 231 Increment Anti-Patterns of the Stakeholders or the Organization 240 Food for Thought 242 Conclusion 242 Chapter 13. Product Goal Anti-Patterns 245 Introduction 245 The Purpose of the Product Goal According to the Scrum Guide 246 Product Goal Anti-Patterns 247 Product Goal Anti-Patterns of the Product Owner 247 Product Goal Anti-Patterns of the Scrum Team 251 Product Goal Anti-Patterns of the Organization 254 Food for Thought 257 Conclusion 257 Chapter 14. Sprint Goal Anti-Patterns 259 Introduction 259 How to Create Sprint Goals 260 Sprint Goal Anti-Patterns 261 Sprint Goal Anti-Patterns of the Scrum Team 262 Sprint Goal Anti-Patterns Induced by the Organization 267 Sprint Goal Anti-Patterns by the Developers 269 Sprint Goal Anti-Patterns by the Product Owner 271 Food for Thought 272 Conclusion 272 Chapter 15. Definition of Done Anti-Patterns 273 Introduction 273 Creating a Successful Definition of Done 275 Definition of Done Anti-Patterns 277 Definition of Done Anti-Patterns of the Developers 278 Definition of Done Anti-Patterns of the Scrum Team 281 Definition of Done Anti-Patterns of the Organization 289 Definition of Done Anti-Patterns of the Product Owner 290 Food for Thought 291 Conclusion 291 Appendix A. How to Sabotage Scrum Masters and Product Owners at an Organizational Level 293 Appendix B. Toolbox 305 Index 369
£23.39
Pearson Education CompTIA Project PK0005 Cert Guide
Book Synopsis
£39.79
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
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
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
Dorling Kindersley Ltd Project Management
Book Synopsis
£7.59
Pearson Education Marketing Management and Strategy
Book SynopsisA practical management guide to the ideas in marketing and strategy for MBA and executive courses, this book focuses on key issues relevant to modern business. It gives step-by-step guides to developing a marketing strategy, making pricing decisions and developing advertising and communications plans.Table of ContentsBrief Contents 1. Management: objectives and tasks 2. The customer-led business 3. Segmentation, positioning and the marketing mix 4. Strategic market planning 5. Market dynamics and competitive strategy 6. Building successful brands 7. Innovation and new product development 8. Pricing policy: delivering value 9. Communications strategy 10. Managing personal selling 11. Managing marketing channels 12. Marketing in service businesses 13. Turnaround management 14. Marketing in the twenty-first century
£70.99
Pearson Education Rethinking Project Management
Book SynopsisTable of ContentsList of figures List of tables Preface Publisher's acknowledgements Chapter 1 The project concept and the organisational perspective 1.1 Projects and perspectives 1.2 The task perspective 1.2.1 Definition and main ideas 1.2.2 Theoretical base 1.2.3 Criticisms of task perspective 1.3 The organisational perspective 1.3.1 Definition and main ideas 1.3.2 Theoretical base 1.4 A universal project management theory or several contingency theories? 1.4.1 Types of project 1.4.2 Life cycle models 1.4.3 How this affects what follows 1.5 The project assignment 1.5.1 The rationale of the project – stability and change at the same time 1.5.2 Dividing responsibilities between the project and base organisation 1.5.3 What sort of changes is possible in a base organisation? 1.5.4 Pursuing different types of change at the same time – PSO 1.5.5 Evolutionary development 1.5.6 Resistance to change 1.5.7 The evolving task 1.6 Projects and time 1.6.1 Cyclical, linear and alternating time 1.6.2 Temporal focus and temporal depth 1.6.3 Polychronicity and monochronicity 1.6.4 Scheduling of activities – entrainment of processes 1.6.5 Coping with stress 1.7 A project management theory based on the organisational perspective 1.7.1 Concepts, theories and methods 1.7.2 A project management theory 1.7.3 Theory elaboration Notes to Chapter 1 Chapter 2 The foundation of the project 2.1 Strategies affecting projects 2.1.1 Change strategy: punctuated equilibrium 2.1.2 Change strategy: event pacing or time pacing 2.1.3 Positioning strategy 2.1.4 Implementation strategies 2.2 Project uncertainty 2.2.1 The concept of uncertainty 2.2.2 Attitudes to uncertainty 2.2.3 Uncertainty management strategies 2.3 Project stakeholders 2.3.1 Salience 2.3.2 A strategy for dealing with stakeholders 2.3.3 Constructing a coalition – the contribution/reward model 2.4 Establishing the project 2.4.1 Business case 2.4.2 Project mandate 2.5 Project mission, goals and success criteria 2.5.1 Missionand goals 2.5.2 Elaborating the mission – mission breakdown structure 2.5.3 Project success criteria 2.5.4 Moving targets 2.6 Project scope and delimitations 2.6.1 Freedom of action 2.6.2 Project responsibilities 2.6.3 Project completion date 2.7 &
£77.99
Pearson Education Focus
Book SynopsisJurgen Wolff is the author of Your Writing Coach (Nicholas Brealey Publishing), Do Something Different (Virgin Books), and Successful Scriptwriting (Writers Digest Press, with Kerry Cox). He's also written many articles, including a personal development column for the Times Educational Supplement. He teaches workshops on personal development, time management, creativity, and writing around the world. Jurgen has lectured at the University of Southern California, for the Skyros Institute, the Academy for Chief Executives, and for Fremantle Media, the London School of Journalism, the European Media programme, and at private workshops in the United States, England, Spain, Germany, Denmark, France, South Africa, Belgium, and the U.S. Virgin Islands. Jurgen is a Neuro Linguistic Programming practitioner and a certified hypnotherapist and Time Line therapist. He is the author of our upcoming title, Creativity Now as well as, Series Editor for the For Entrepreneurs seriTable of ContentsContents Foreword by Bob Cochran, co-creator of 24 vii About the author ix Introduction How creating focus will change your life xi Part 1 Finding your focus 1 How to focus on your vital 20% 2 How to focus on your first goals Part 2 Your focus strategies 35 3 How to focus your time patterns for success 4 How to overcome the obstacles to focus 5 How to focus on what already works 6 How to (finally) beat procrastination Part 3 Your focus tools 93 7 How to use the Alter Ego strategy 8 How to manage other people 9 How to focus your language for extraordinary results 10 How to create information focus 11 How to conquer the paper mountain 12 How to tame the email monster 13 How to master meetings and networking Part 4 Putting it all together 181 14 How to deal with deadlines and multiple projects 15 How to maintain your new found focus 16 The goals breakthrough experience 17 How to put it all together to reach all your goals
£12.74
Pearson Education Brilliant Project Leader
Book SynopsisMike Clayton was a project manager for twelve years, working for international services firm Deloitte. He led teams ranging from 2 to nearly 100 people, on projects for Government departments, local authorities, global manufacturers and FTSE 100 companies. Since 2002, Mike has focused on speaking about project management and has trained over 2,000 project managers. Table of Contents Part 1: The Four Essentials of Team Leadership Chapter 1: You get the team you deserve Chapter 2: Focus on Individuals Chapter 3: Build and share a clear plan Chapter 4: Foster a true sense of team spirit Chapter 5: Communicate relentlessly – and well Part 2: Leading your Project Team at each Stage of the Project Chapter 6: Project Definition Stage Chapter 7: Project Planning Stage Chapter 8: Project Delivery Stage Chapter 9: Project Closure Stage Part 3: Project Team Leadership in Tough Times Chapter 10: Tough Times: Meeting Resistance Chapter 11: Tough Times: Up against it Chapter 12: Tough Times: Tough Leader To Lead: Some Closing Remarks Glossary of Project Management Terms Index
£12.74
Taylor & Francis Operations Management for Business Excellence
Book SynopsisAll businesses strive for excellence in todayâs technology-based environment in which customers want solutions at the touch of a button. This highly regarded textbook provides in-depth coverage of the principles of operations and supply chain management and explains how to design, implement, and maintain processes for sustainable competitive advantage. This text offers a unique combination of theory and practice with a strategic, results-driven approach.Now in its fourth edition, Operations Management for Business Excellence has been updated to reflect major advances and future trends in supply chain management. A new chapter on advanced supply chain concepts covers novel logistics technology, information systems, customer proximity, sustainability, and the use of multiple sales channels. As a platform for discussion, the exploration of future trends includes self-driving vehicles, automation and robotics, and omnichannel retailing. Features include: A host of international case studies and examples to demonstrate how theory translates to practice, including Airbus, Hewlett Packard, Puma, and Toyota. A consistent structure to aid learning and retention: Each chapter begins with a detailed set of learning objectives and finishes with a chapter summary, a set of discussion questions and a list of key terms. Fully comprehensive with an emphasis on the practical, this textbook should be core reading for advanced undergraduate and postgraduate students of operations management and supply chain management. It would also appeal to executives who desire an understanding of how to achieve and maintain âexcellenceâ in business. Online resources include lecture slides, a glossary, test questions, downloadable figures, and a bonus chapter on project management.Trade Review"Operations Management for Business Excellence is a highly accessible text that draws upon both international and local (Australasian) case examples. It contains simple, practical models for planning, designing, managing and improving operations in businesses of all sizes and specialisms, and avoids unnecessary mathematical statistical complexity. I highly recommend this text at undergraduate and postgraduate / MBA level." — Dr Nigel Grigg, Professor of Quality Systems, Centre for Quality and Supply Chain Management, Massey University, New Zealand"This book presents traditional and updated OSCM models and practices (including robotics and sustainability) in plain language without surrendering academic rigor, supported by rich case studies from the renowned corporations and discussion questions with an engaging fashion. I think this approach will make this book very appropriate for OSCM teaching and the exploration of ‘excellence’ for business practitioners." — Jason X. Wang, University of Huddersfield, UK"‘We need this product at low cost, high quality and we need it now!’ Anyone who has heard this imperative knows how critical operation management is for firms. This book offers a refreshing overview of the discipline, incorporating the latest challenges facing operational managers today that will surely be of invaluable use to students." — Thierry Burger-Helmchen, Faculty of Economics & Management, EM Business School, University of Strasbourg, France"Using a clear and concise style, this book provides a comprehensive and contemporary introduction to operations and supply chain management. The case studies at the beginning of each chapter and at the end of the book are excellent and help bringing to life the concepts and the techniques explained in the book." — Dr Riccardo Mogre, Associate Professor in Operations Management, Durham University Business School, University of Durham, UK"Operations Management for Business Excellence is a highly accessible text that draws upon both international and local (Australasian) case examples. It contains simple, practical models for planning, designing, managing and improving operations in businesses of all sizes and specialisms, and avoids unnecessary mathematical statistical complexity. I highly recommend this text at undergraduate and postgraduate / MBA level." — Dr Nigel Grigg, Professor of Quality Systems, Centre for Quality and Supply Chain Management, Massey University, New Zealand"This book presents traditional and updated OSCM models and practices (including robotics and sustainability) in plain language without surrendering academic rigor, supported by rich case studies from the renowned corporations and discussion questions with an engaging fashion. I think this approach will make this book very appropriate for OSCM teaching and the exploration of ‘excellence’ for business practitioners." — Jason X. Wang, University of Huddersfield, UK"‘We need this product at low cost, high quality and we need it now!’ Anyone who has heard this imperative knows how critical operation management is for firms. This book offers a refreshing overview of the discipline, incorporating the latest challenges facing operational managers today that will surely be of invaluable use to students." — Thierry Burger-Helmchen, Faculty of Economics & Management, EM Business School, University of Strasbourg, France"Using a clear and concise style, this book provides a comprehensive and contemporary introduction to operations and supply chain management. The case studies at the beginning of each chapter and at the end of the book are excellent and help bringing to life the concepts and the techniques explained in the book." — Dr Riccardo Mogre, Associate Professor in Operations Management, Durham University Business School, University of Durham, UKTable of Contents1. Operations and Strategy 2. Demand Management and Forecasting in Operations 3. Capacity and Revenue Management 4. Process Design and Strategy 5. Applying Lean Thinking to Operations 6. Achieving Balanced Results and Measuring Performance 7. Quality Management and Product Design 8. Inventory and Resource Planning 9. Collaborative Supply Chains 10. Advanced Supply Chain Concepts: Technology and Sustainability
£166.25
Taylor & Francis The Projectification of the Public Sector
Book SynopsisIn recent decades, we have witnessed an increasing use of projects and similar temporary modes of organising in the public sector of nations in Europe and around the world. While for some this is a welcome development which unlocks entrepreneurial zeal and renders public services more flexible and accountable, others argue that this seeks to depoliticise policy initiatives, rendering them increasingly technocratic, and that the project organisations formed in this process offer fragmented and unsustainable short-term solutions to long-term problems.This volume sets out to address public sector projectification by drawing together research from a range of academic fields to develop a critical and theoretically-informed understanding of the causes, nature, and consequences of the projectification of the public sector. This book includes 13 chapters and is organised into three parts. The first part centres on the politics of projectification, specifically the role of projects inTable of ContentsList of IllustrationsPreface and Acknowledgements Introduction Policy Pilots as Public Sector Projects: The Projectification of Policy and Research Why is Innovation Policy Projectified? Political Causes in the Case of Sweden Problematising the Project System: Rural Development in Indonesia Public Sector Innovation Projects: Beyond Bureaucracy and Market? In and Out of Amber: the New Zealand Government Major Projects Performance Reporting Project Management in the Shadow of Public Human Services Pilots as Projects: Policy Making in a State of Exception Project Governance in an Embedded State: Opportunities and Challenges The European Dimension of Projectification. Implications of the Project Approach in EU Funding Policy Agents, Techniques, and Tools of Projectification Observing the Process of Culture Projectification and its Agents: A Case Study of Kraków Standardisation and Its Consequences in Health Care: A Case Study of PRINCE2 Project Management Training The Freelance Project Manager as an Agent of Governmentality: Evidence from a UK Local Authority Notes on Contributors Index
£37.99
Taylor & Francis Ltd The Stakeholder Perspective
Book SynopsisThe Stakeholder Perspective places people at the center of both projects and project management. It gives to the project management community a helpful, innovative, stakeholder-centered approach to increase projects' delivered value and success rate. It presents a logical model also called the Stakeholder Perspective, which acts as the reference point in a structured path to effectiveness. Starting from the analysis of a project's stakeholders, the model integrates both rational and relational innovative approaches. Its continuous focus on stakeholder requirements and expectations helps to set a proper path, and to maintain it, in order to target success and to achieve goals in a variety of projects with different size and complexity. The book presents a set of innovative and immediately applicable techniques for effective stakeholder identification and classification, as well as analysis of stakeholder requirements and expectations, key stakeholders management, stakeholder nTable of ContentsI.THE STAKEHOLDER PERSPECTIVE. 1. Stakeholder, Who are They? 2. The Recent Central Role of Stakeholders in Project Management. 3. Stakeholder Identification: Integrating Multiple Classification and Behavioral Models. 4. Stakeholder Analysis: a Systemic Approach. 5. Key Stakeholders Management: Principles of Effective Direct Communication. 6. Stakeholder Network Management: Informative and Interactive Communication. 7. Basic Personal and Interpersonal Skills: Personal Mastery, Leadership, Teaming. 8. Ethics in Stakeholder Relations. II. THE RELATIONSHIP MANAGEMENT PROJECT. 9. Stakeholder Relations and Delivered Value: an Indissoluble Link. 10. Satisfying Stakeholder Requirements and Expectations: the Critical Success Factor. 11. Facing Successfully Different Levels of Project Complexity. 12. Targeting both Project and Business Value Generation by using KPIs. 13. Relationship Management Project: A Structured Path to Effectiveness. 14. New Stakeholder-Centered Trends: Project Management X.0.
£59.84
Taylor & Francis Quality Management Systems
This book provides a clear, easy to digest overview of Quality Management Systems (QMS). Critically, it offers the reader an explanation of the International Standards Organisation’s (ISO) requirement that in future all new and existing Management Systems Standards will need to have Annex SL.
£39.89
Taylor & Francis Ltd The Business of People Leadership for the
Book SynopsisThe Business of People is purposefully focused on people. The book will assist you to develop and support yourself with your people leadership, knowledge, and skills. It is an opportunity to better manage yourself and lead others, including your organization, into the modern volatile, uncertain, complex, and ambiguous (VUCA) world. It is also a sequel to the top-selling book The Business of Portfolio Management: Boosting Organizational Value.Authors Madeleine Taylor and Iain Fraser combine to give you the very best in knowledge and experience in a variety of situations. This is a book that cuts through the nonsense and presents real-world solutions for situations facing leaders today and tomorrow.Shifting from managing people to leading people requires a pivot...Leadership matters because the future is at greater risk without it. Regardless of where you are in your leadership journey I am confident this new book from Madeleine and IainTable of ContentsEarly Reader ReviewsDedicationContentsList of FiguresList of Tables and ToolsForewordAcknowledgmentsAbout the AuthorsPrefaceSection One: Managing Yourself and Being the Best You Can Be Section Two: Leading Others One-on-One—Helping Others Be the Best They Can BeSection Three: Managing Groups—Working Together for Great OutcomesSection Four: Leading the Organization—Creating a Dynamic Organization Which Delivers Ongoing Value EpilogueAppendix: Poems to PonderGlossaryBibliography and ReferencesIndex
£123.50
Taylor & Francis Ltd Project Management Tools and Techniques for
Book SynopsisEmphasizing that it''s much easier and more cost effective to make changes in the planning phases of a project rather than later on, Project Management Tools and Techniques for Success provides an accessible introduction to project management fundamentals. Highlighting approaches for avoiding common pitfalls, it begins with an introduction to project management that compares and contrasts the stages of poor management with those of effective management. Because change is inherent in virtually all projects, the text outlines the human effects of change and suggests ways to mitigate these effects. It addresses team dynamics, sourcing alternatives, motivating the team, managing expectations, assessing risk, and defining and prioritizing project requirements. The book translates difficult concepts into practical applications with a case study that examines the merger of two companies, along with the subsequent development of a new corporaTable of ContentsIntroduction to Project Management. Defining Project Management. Project Management and Change. Being Prepared. Introduction to the Case Study. The Initiation/ Definition Phase. Getting Started – Choosing the Right People. Ensuring It’s the Right Project. Managing Expectations. Identifying and Avoiding Risks (The Initial Risk Assessment). Drafting the Preliminary Business Case. The Planning Phase, Part 1: Who’s Involved? The Critical Question: Who’s Leading the Project? Part 2: What, Where and When. Establishing the Roadmap. Project Specifications and Statements of Work. Completing the Plan. The Execution and Control Phase, Part I: More Planning. Ground Rules. The Change Management Process. The Communication Plan. The Execution and Control Phase, Part II: Making it Happen. Monitoring the Project. Quality and Control. Organizational Readiness. When Murphy’s Law Takes Effect: Possible Problems and Ways to Avoid Them. The Closeout Phase. The Final Steps. Appendices. List of Acronyms. The Project Charter. The Functional Process Map. The Failure Modes and Effects Analysis (FMEA). The Metric Reliability Assessment Spreadsheet. Suggested Reading.
£56.99
Taylor & Francis Thriving at the Edge of Chaos
Book SynopsisFor many organizations, the way in which projects are managed is a fundamental factor in how well they can prosper in today's marketplace. Unfortunately, the current solutions available to companies for managing projects are proving to be increasingly ineffective in a complex world that is becoming more and more dynamic and unpredictable. Organization's pay for this complexity in delayed time-to-market, slow response to customer needs, and decreased productivity. While tweaking the current project management paradigm may provide some minimal gains, to have a real impact requires a fundamental change in mindset. New business models like Uber and AirBnB show us that the most efficient operations in today's business environment behave like complex adaptive systems (CAS) where self-managing participants, following a set of simple rules, organize themselves to solve incredibly complex problems. Instead of trying to function like a well-oiled machine where things work like cTrade Review"If you aren't following Jonathan's thinking today on how businesses and leaders should adapt and leverage modern technologies and paradigms to project management, get ready to eat the dust tomorrow of competitors who paid attention. Sapir has been consistently ahead of the game on handling the impact of emergent technologies in real-world business environments, and Thriving at the Edge of Chaos is more of the same, offering practical, insightful solutions to apparently intractable management problems in complex, fast-paced, resource-constrained environments."- Scott Wilson, Callisto Media"Jonathan has written one of the most coherent, deep, and ultimately useful books I’ve read in years. I wish I could mandate that my clients read it.Experienced project managers will benefit from Jonathan’s insights such as improving project flow and a dynamic way of tracking project health. Meanwhile, new project managers will find a wealth of real-world wisdom on subjects ranging from task estimates, resolving resource conflicts, and nudging project teams toward success.Both will find that Jonathan’s framework on Complex Adaptive Systems will reshape how they evaluate, plan, and manage every future project they lead. This book captures the simplicity on the other side of project complexity as well as any I’ve read."- Michael Clingan - Principal, The Claymore Group"This is a comprehensive, easily accessible text on the principles to employ to drive complex projects forward. I agree that that breakthrough performance comes from a different way of thinking about the problems in projects. If you want more of your projects completed in less time, these practical approaches will get you there." - Mark Woepel, President, Pinnacle Strategies, author of Visual Project Management: Simplifying Project Execution to Deliver On Time and On Budget"As a practitioner of applying adaptive systems theory to the improvement of business performance for the past 30 years, it has been my pleasure to work with Jonathan; a leader with intuitive insights into the engineering of emergent behavior within learning organizations. It is no longer sufficient to design business operations for performance. The pace of change increases steadily and change is the only constant. Organizations must be designed to evolve. Adaptivity occupies the sweet spot between stasis and chaos and successful companies must learn to surf within this dynamic zone. I am happy to have found such a capable ally in the mission to optimize performance from this holistic perspective". - Scott Perry, Principal Consultant, Eweye Designs"I’m an avid follower of Jonathan’s thoughts and body of work. Jonathan’s book Igniting the Phoenix: A New Vision for IT and interviews captured exactly what is now transpiring in terms of business transformation. I have quoted Jonathan on many, many occasions; his insights into understanding emerging key business issues both from the IT perspective and the line- of-business have been truly visionary." Rod Smith, VP Internet Emerging Technology, IBM"Jon is a wonderfully talented, exceptionally creative, and forward- thinking luminary that would be an asset to any technology team looking to add significant value to their organization and leap- frog their thinking. Jon has proven time and again that he can think things through, not only at a practical level, but also at a level of fore- thought that few venture." Ron Schmelzer, Principal Analyst, Cognilytica"Jonathan has a deep understanding of leading edge application development environments and a very practical sense of how best to apply technology for business gain. He is a visionary who has survived the technology wars with valuable experience and insight." David Shimberg, Strategic Advisor, iDeliver Technologies LLCTable of ContentsPreface. Acknowledgements. About the Author. Overview. Introduction. Part 1: Understanding Complexity. 1.The Current Paradigm. 2.The Paradigm Shifts. 3.Complex Adaptive Systems (CAS) Theory. 4.A Sense-making Framework for Project Management. 5.The DNA of Projects. Part 2: Project Management as a Complex Adaptive System. 6.Design.7.Estimates. 8.Scheduling. 9.Execution. 10.Resources. 11.Monitoring. 12.Optimization. 13.Implementation. 14.Benefits. Conclusion. Bibliography. Index.
£31.34
Taylor & Francis Ltd Strategic Portfolio Management
Book SynopsisThis book provides a powerful insight into strategic portfolio management and its central role in the delivery of organisational strategy, maximisation of value creation, and efficient allocation of resources and capabilities to achieve organisational strategic objectives. The book makes a valuable contribution to the development of thinking on the translation of strategy into actionable work. Whether you are a senior manager building a high-performing strategic portfolio for your organisation or an academic searching for new perspectives on strategy execution through portfolio management, you will find great significance in this book. Twenty-eight chapters in four sections provide multiple perspectives on the topic, with in-depth guidance on organisational design for strategic portfolio management and covering all process, capability, and leadership aspects of strategic portfolio management. The book includes several detailed case studies for the effective deployment of strategic portfolios, bringing together theory and practice for strategic portfolio management. This book is particularly valuable for advanced undergraduate and postgraduate students of project and portfolio management, strategic management, and leadership who are looking to expand their knowledge within the multi-project environment. Highly practical and logical in its structure, it also shows project management professionals how to effectively manage their business portfolios and align this with their business strategy.Trade Review"The authors of Strategic Portfolio Management have successfully integrated capabilities with complex adaptive systems, and the tools for flexing and adapting to the changing environment, to deliver strategic benefits and value for the organisation. It is a roadmap for transforming portfolio delivery in a networked and matrix world."Jo Stanford, ChPP FAPM, Head of Corporate Portfolio Office, Health Education England, UK"Strategic Portfolio Management addresses the important (but neglected) area of strategic portfolio management. Its stance combines practical insight and academic rigour and it will make an invaluable contribution to structuring and delivering strategic portfolios of projects."Naomi Brookes, PhD DIC FHEA, Professor of Complex Programme Management, WMG, University of Warwick, UK"Strategic Portfolio Management, all you should know about portfolios is in this book and more besides. This book is a comprehensive package of knowledge and assistance to anyone wishing to enhance the management of their business. It includes a good number of case studies embracing many business sectors."Graham Woodward, Ex Head of Project Management BAE Systems, CEng, FAPM, RPP, associate lecturer, University of Warwick, past deputy chairman APM and IPMA assessor, UKTable of ContentsForewordContributors PermissionsFigures and TablesPrefaceChapter 1 IntroductionKaty Angliss and Pete HarpumSECTION ONE: STRATEGIC PORTFOLIO MANAGEMENT IN CONTEXTSection One Introduction and Chapter QuestionsKaty AnglissChapter 2 Strategic Portfolio Management in ContextPete HarpumChapter 3 Organisational Strategy and Portfolio ManagementJayne RedfernChapter 4 Organisational Change and Portfolio Management Ranjit Sidhu and Pete HarpumChapter 5 Scenario Planning for Strategic PortfoliosCarol A. Long and Pete HarpumChapter 6 Delivering Strategic Value through the PortfolioPete Harpum and Carol A. LongChapter 7 Benefits Realisation Management as a Driver for Delivering Strategic ValueCarlos Serra and Pete HarpumChapter 8 Rethinking Portfolio SuccessDarren DalcherSECTION TWO: DEVELOPING AND MANAGING THE STRATEGIC PORTFOLIOSection Two Introduction and Chapter QuestionsKaty AnglissChapter 9 Portfolio Management IntegrationPete HarpumChapter 10 Environmental Factors and Portfolio Management CapabilitiesPete HarpumChapter 11 Portfolio Management Process DesignPete HarpumChapter 12 Strategic Portfolio SelectionPete HarpumSECTION THREE: PORTFOLIO MANAGEMENT CAPABILITIESSection Three Introduction and Chapter QuestionsKaty AnglissChapter 13 Asset and Resource ManagementCarol A. LongChapter 14 Business Integrated Portfolio GovernanceDavid Dunning and Katy AnglissChapter 15 The Strategic Portfolio Management OfficeAdam SkinnerChapter 16 Visualising Data for Portfolio Decision-makingCatherine KillenChapter 17 Portfolio Risk ManagementDavid HillsonChapter 18 Portfolio LeadershipStuart Forsyth and Carl GavinChapter 19 Managers' Roles in Strategic Portfolio ManagementMiia Martinsuo and Lauri VuorinenChapter 20 Enabling Adoption of Portfolio ManagementDonnie MacNicol and Adrian DooleyChapter 21 Supply Chain Integration and Portfolio ManagementAleksandar Nikolov and Pete HarpumChapter 22 Agile Portfolio ManagementSteve Messenger and Katy AnglissSECTION FOUR: STRATEGIC PORTFOLIO MANAGEMENT CASE STUDIESSection Four Introduction and Chapter QuestionsKaty AnglissChapter 23 Case Study - Engineering of Complex Systems with Portfolio ManagementDave YazdaniChapter 24 Case Study - Pharmaceutical Portfolio Decision ToolDave ReggiChapter 25 Case Study - Delivering a Multi-billion-pound PortfolioPaul TaylorChapter 26 Case Study - A Utilities and Construction PortfolioPaul TaylorChapter 27 Case Study - Portfolio Governance and LeadershipGeoff VincentChapter 28 Case Study - Portfolio Management Maturity Model DevelopmentPaul Clarke, Katy Angliss and Pete HarpumEnd NoteGlossaryIndex
£36.09
CRC Press Product Lifecycle Management PLM
Book SynopsisAs featured on CNN, Forbes and Inc BookAuthority identifies and rates the best books in the world, based on recommendations by the world''s most successful business leaders and experts. Winning the spot of #19 out of 26 on the 2020 Bookauthority Best New Industrial Management Books of All Time. Winning the spot of #3 out of 8 on the 2021 Bookauthority Best New Industrial Management Books to Read in 2021. Winning the spot of #5 out of 11 on the 2021 Bookauthority Best New Product Design Books to Read in 2021. 2020 Taylor & Francis Award Winner for Outstanding Professional Book!Product Lifecycle Management (PLM): A Digital Journey Using Industrial Internet of Things (IIot) provides a summary of the essential topics of Product Lifecycle Management (PLM) and the Industrial Internet of Things (IIoT) in the era of IndustTable of Contents1. PLM Components. 2. PLM Ecosystem. 3. Evolution of IIoT. 4. Smart Product Development. 5. Convergence of PLM with IIoT. 6. Industry 4.0 Technologies That Enhance PLM. 7. PLM Using IIoT Use Case. Index.
£87.39
CRC Press Innovating Construction Law
Book SynopsisInnovating Construction Law: Towards the Digital Age takes a speculative look at current and emerging technologies and examines how legal practice in the construction industry can best engage with the landscape they represent. The book builds the case for a legal approach based on transparency, traceability and collaboration in order to seize the opportunities presented by technologies such as smart contracts, blockchain, artificial intelligence, big data and building information modelling. The benefits these initiatives bring to the construction sector have the potential to provide economic, societal and environmental benefits as well as reducing the incidence of disputes.The author uses a mixture of black letter law and socio-legal commentary to facilitate the discourse around procurement, law and technology. The sections of the book cover the AS IS position, the TO BE future position as predicted and the STEPS INBETWEEN, which can enable a real change in the indusTable of ContentsSection 1: Background 1. Introduction Section 2: AS IS 2. Limitations of the Construction Industry’s Approach 3. Limitations in the Legal Approach Section 3: TO BE 4. The Smart Contract in Construction 5. Perceptions in the Construction Industry of Smart Contracts? 6. Smart Contracts and the Legal System Section 4: The Steps In-Between 7. New Collaborative Directions 8. Background Provisions 9. The Steps in-Between 10. Building Information Modelling (BIM) Section 5: Online Dispute Resolution and Smart Contracts 11. Online Dispute Resolution 12. Conclusions and Next Steps
£43.69
Taylor & Francis Ltd A Guide to IT Contracting Checklists Tools and
Book SynopsisEven leading organizations with sophisticated IT infrastructures and teams of lawyers can find themselves unprepared to deal with the range of issues that can arise in IT contracting. Written by two seasoned attorneys, A Guide to IT Contracting: Checklists, Tools, and Techniques distills the most critical business and legal lessons learned through the authors' decades of experience drafting and negotiating IT-related agreements.In a single volume, readers can quickly access information on virtually every type of technology agreement. Structured to focus on a particular type of IT agreement, each chapter includes a checklist of essential terms, a brief summary of what the agreement is intended to do, and a complete review of the legal and business issues that are addressed in that particular agreement. Providing non-legal professionals with the tools to address IT contracting issues, the book: Contains checklists to help readers organize key conceTable of ContentsChapter 1. Collecting Basic Deal InformationChapter 2. Software License AgreementsChapter 3. Nondisclosure AgreementsChapter 4. Professional Services AgreementsChapter 5. Statements of WorkChapter 6. Cloud Computing AgreementsChapter 7. Click-Wrap, Shrink-Wrap, and Web-Wrap AgreementsChapter 8. Maintenance and Support AgreementsChapter 9. Service Level AgreementsChapter 10. Idea Submission AgreementsChapter 11. Joint Marketing AgreementsChapter 12. Software Development Kit (SDK) AgreementsChapter 13. Key Issues and Guiding Principles for Negotiating aSoftware License or OEM AgreementChapter 14. Drafting OEM Agreements (When the Company is the OEM)Chapter 15. Original Equipment Manufacturer (OEM)AgreementsChapter 16. Health Insurance Portability and Accountability Act(HIPAA) ComplianceChapter 17. Reducing Security Risks in Information Technology ContractsChapter 18. Website Assessment AuditsChapter 19. Critical Considerations for Protecting IP in aSoftware Development EnvironmentChapter 20. Transactions Involving Financial Services Companies as the CustomerChapter 21. Source Code Escrow AgreementsChapter 22. Integrating Information Security into the Contracting Life CycleChapter 23. Distribution AgreementsChapter 24. Data AgreementsChapter 25. Website Development AgreementsChapter 26. Social Media PoliciesChapter 27. Critical Considerations for Records Management and Retention
£63.64
Taylor & Francis Ltd Metric Handbook
Book SynopsisThe Metric Handbook is the major handbook of planning and design data for architects and architecture students, with over 100,000 copies sold to successive generations of architects and designers. It remains the ideal starting point for any project and belongs in every design office.The seventh edition references the latest regulations and construction standards and includes new chapters on data centres and logistics facilities alongside basic design data for all the major building types. For each building type, the book gives the basic design requirements and all the principal dimensional data, and succinct guidance on how to use the information and what regulations the designer needs to be aware of.As well as buildings, the Metric Handbook deals with broader aspects of design such as materials, acoustics, and lighting, and general design data on human dimensions and space requirements. The Metric Handbook is the unique reference for solving everyday planning problems.Table of ContentsDESIGN BASICS: 1. Design information and dimensional coordination Revised by Simon Douch. Original text: Terry Nichols with David King, 2. People and space Revised by Professor Norman Wienand, 3. People and movement Revised by Professor Norman Wienand, 4. Inclusive and accessible design David Dropkin and Neil Smith, 5. Capital and whole life costs of buildings Chris Bicknell and David Holmes, ESSENTIALS: 6. Structure Revised by Andrew Peters, Arthur Lyons Original text: David Adler and Norman Seward, 7. Materials Arthur Lyons with AHR Architects, 8. Thermal environment Phil Jones, 9. Light Revised by Theo Paradise-Hirst Original text: Joe Lynes, 10. Sound Russell Macdonald and Chris Steel, 11. Fire Beryl Menzies, 12. Flood-resilient design Robert Barker and Richard Coutts, 13. Crime prevention design Nick Hughes Revised by Peter Wozniak, BUILDING TYPES: 14. Agricultural buildings John Weller, Rod Sheard, Frank Bradbeer and others, 15. Auditoria Revised by Mark Foley and Stefanie Fischer (cinemas). Original text: Ian Appleton; Stefanie Fischer (cinemas), 16. Civic buildings Revised by David Selby (town halls); Martin Sutcliffe and Neil Sansum (law courts), 17. Community centres Jim Tanner, 18. Data centres Simon Brimble, Emilia Dobrzynska, Naiane Esteve, Chris Neighbour, Daniel Silva, Miguel Vazquez Cid of Arup, 19. Emergency services Including Fire stations by Michael Bowman, 20. Hospitals Christiane Anders, Claudia Bloom, Vicky Braouzou. Duncan Finch, Mary Reid, Mariangela Zanini of Avanti Architects. Christopher Shaw of Medical Architecture (mental health), 21. Hotels Fred Lawson, 22. Houses and flats Revised by Kathy Watkins. Original text: John Chapman and Kathy Watkins, 23. Homes for older people Justin Bannister and Judith Brown, 24. Student housing and housing for young people Revised by Michael Ritchie. Original text: MJP Architects Ltd, 25. Laboratories Revised by Eugene Sayers Original text: Neville Surti and Catherine Nikolaou, 26. Libraries Brian Edwards with Ayub Khan, 27. Logistics facilities Marcus Madden-Smith, 28. Museums, art galleries and temporary exhibition spaces Geoffrey Mathews, 29. Offices Frank Duffy with Jack Pringle, Angela Mullarkey and Richard Finnemore, 30. Payment and counselling offices Richard Napier, 31. Places of worship Revised by Ian Brewerton (Non-conformist and Free Churches), Atba Al-Samarraie (mosques); Gurmeet Sian (gurdwara), Maurice Walton (Church of England buildings) Original text by David Adler, Ian Brewerton, Leslie Fairweather, Derek Kemp, Atba Al-Samarraie, 32. Primary health care Geoffrey Purves, 33. Restaurants and foodservice facilities Fred Lawson, 34. Retail shops and stores Lucy Dewick-Tew and Eddie Miles, 35. Schools Anthony Langan, 36. Security and counter-terrorism Mark Whyte and Chris Johnson, 37. Sports facilities: indoor and outdoor Philip Johnson and Tom Jones, 38. Streets and spaces for people and vehicles Revised by Ben Hamilton-Baillie (introduction, shared space and place-making), James Horne (vehicles, roads and road design) and Sustrans (cycling routes and parking), 39. Transport terminals and interchanges Airports revised by Andrew Perez with additional contributions by Richard Chapman. Railways revised by Declan McCafferty, 40. Tropical design Patricia Tutt, 41. Universities Revised by Rupert Goddard and Tony Poole, Appendix A – SI system, Appendix B – Conversion factors and tables, Index
£43.69
CRC Press JCT Contract Administration Pocket Book
Book SynopsisThis book is quite simply about contract administration using the JCT contracts. The key features of the new and updated edition continue to be its brevity, readability and relevance to everyday practice. It provides a succinct guide written from the point of view of a construction practitioner, rather than a lawyer, to the traditional form of contract with bills of quantities SBC/Q2016, the design and build form DB2016 and the minor works form MWD2016. The book broadly follows the sequence of producing a building from the initial decision to build through to completion. Chapters cover: Procurement and tendering Payments, scheduling, progress and claims Contract termination and insolvency Indemnity and insurance Supply chain problems, defects and subcontracting issues Quality, dealing with disputes and adjudication How to administer contracts for BIM-compliant projects JCT contracts are administered by a variety of professionals including project managers, architects, engineers, quantity surveyors and construction managers. It is individuals in these groups, whether experienced practitioner or student, who will benefit most from this clear, concise and highly relevant book.Table of Contents1. Building procurement strategy 2. Building procurement procedures 3. Interim payments 4. Final accounts 5. Progress 6. Claims 7. Termination and insolvency 8. The supply chain and sub-contracting 9. Indemnity and insurance 10. Fluctuations 11. Maintaining quality 12. An introduction to dispute resolution in construction 13. The Construction Act: adjudication and payment 14. Building information modelling and the JCT contracts
£29.99
Taylor & Francis Ltd Agile Portfolio Management
Book SynopsisAgile Portfolio Management deals with how an organization identifies, prioritizes, organizes, and manages different products. This is done in a streamlined way in order to optimize the development of value in a manner that's sustainable in the long run. It ensures that a company provides their clients with the best value for their investment. A good portfolio manager understands and follows the agile principles while also considering the various factors needed to successfully manage numerous teams and projects. The project management offices of many organizations are faced with the reality of more and more agile deliverables as part of agile transformations; however, they lack the knowledge to perform these tasks. Researchers and practitioners have a good understanding of project, program, and portfolio management from a plan-based perspective. They have common standards from Axelos, PMI, and others, so they know the best practices. The understanding of agileTable of ContentsChapter 1 – "Financial" Project Portfolio Management (PPM) Chapter 2 - The Reality of Agile@Scale Chapter 3 – Agile Portfolio Management (APM) Chapter 4 – Agile Portfolio Management Frameworks Chapter 5 – Project Portfolio Management versus Agile Portfolio Management Chapter 6 – Hybrid Portfolio Management Chapter 7 - Implementing Agile Portfolio Management Chapter 8 – Tailoring Agile Portfolio Management Chapter 9 - Case studies on Agile Portfolio Management Chapter 10 - Reference list Chapter 10 - Glossary of terms and Acronyms
£56.04
Taylor & Francis Ltd An Introduction to News Product Management
Book SynopsisDrawing on innovations in the business of journalism, this book offers a comprehensive guide to using the human-centred design methods of product management to serve readers and bolster digital success in news organizations.An Introduction to News Product Management sets out how product thinking should be used in news organizations and practiced in accordance with journalistic ethics and customs. Beginning by looking at the history and theory behind the profession, this book builds a foundational understanding of what product management is and why news is a unique product. In the second unit, the author discusses how the human-centred design philosophy of product management aligns with the mission and ethics of journalism, and how that influences the view of audiences and frames strategies. The third unit of the book focuses on the daily use of product management in news organizations, providing students with a guide to its use in researching, prioritizing, and buildinTable of ContentsAcknowledgementsIntroductionWhat Is Product Management?1. The News Product Manager2. A Brief History of Product Management3. Theories of Product Management4. Theories of InnovationProduct Management in News5. The Business of Content6. Managing News Innovation7. The Mission of News ProductMaking News Products8. Product Is Research9. Product Is Prioritization10. Product Is Building11. Product Is LearningGlossaryIndex
£34.19
CRC Press Conciliation of Construction Industry Disputes
Book SynopsisConciliation of Construction Industry Disputes describes Conciliation as it has evolved and been practised in Ireland for the past 25 years and provides readers with practical guidance on this Alternative Dispute Resolution (ADR) method. Conciliation combines advantages of both mediation and adjudication and has been very widely practiced in Ireland over the last 25 years. It is low cost, quick and has been hugely successful. It continues to be the most used and preferred method of resolution of disputes in Irish construction contracts despite the introduction of statutory adjudication. The book includes a comparison of the various methods of ADR and will assess how Conciliation fits into them, noting the pros and cons of each. Conciliation is described in detail and the reasons for its success are analysed.This book provides comprehensive guidance on how conciliation should be conducted to maximise its chance of being successful. Drawing on his wide experience of resoTable of Contents1. The Construction Industry and its disputes. 2. Third party involvement in the resolution of construction contract disputes. 3. Resolutions imposed by a third party. 4. Consensual resolution of disputes. 5. Conciliation of Construction Contract Disputes in Ireland. 6. The use of other Alternative Dispute Resolution Methods in the Irish Construction Industry. 7. The role of the Conciliator’s Recommendation in Irish conciliation.. 8. Choosing and appointing the conciliator. 9. The Initial Meeting. 10. Conducting the conciliation. 11. The Conciliator's Recommendation. 12. Multi-Party Disputes. 13. Conciliation and the Law. 14. Summary and Conclusions.
£118.75
Taylor & Francis Ltd A Guide to IT Contracting
Book SynopsisSince A Guide to IT Contracting: Checklists, Tools, and Techniques first published, several alarming trends have developed in the technology contracting industry. These trends include: The Dawn of the As-Is Technology Product The Ever-Changing Product Where in the World Is My Data? To meet these challenges, the Second Edition helps business managers and lawyers explore alternate solutions from other vendors, conduct simultaneous negotiations with other vendors, and, generally, ensure prospective vendors understand they can lose the deal if they refuse to act reasonably.Distilling the most critical business and legal lessons learned through the author's decades of legal experience drafting and negotiating IT-related agreements, this single volume lets readers quickly access information on virtually every type of technology agreement. Structured to focus on a particular type of IT agreement,Table of ContentsChapter 1. Collecting Basic Deal InformationChapter 2. Software License AgreementsChapter 3. Nondisclosure AgreementsChapter 4. Professional Services AgreementsChapter 5. Statements of WorkChapter 6. Cloud Computing AgreementsChapter 7. Click-Wrap, Shrink-Wrap, and Web-Wrap AgreementsChapter 8. Maintenance and Support AgreementsChapter 9. Service Level AgreementsChapter 10. Idea Submission AgreementsChapter 11. Joint Marketing AgreementsChapter 12. Software Development Kit (SDK) AgreementsChapter 13. Key Issues and Guiding Principles for Negotiating aSoftware License or OEM AgreementChapter 14. Drafting OEM Agreements (When the Company is the OEM)Chapter 15. Original Equipment Manufacturer (OEM)AgreementsChapter 16. Health Insurance Portability and Accountability Act(HIPAA) ComplianceChapter 17. Reducing Security Risks in Information Technology ContractsChapter 18. Website Assessment AuditsChapter 19. Critical Considerations for Protecting IP in aSoftware Development EnvironmentChapter 20. Transactions Involving Financial Services Companies as the CustomerChapter 21. Source Code Escrow AgreementsChapter 22. Integrating Information Security into the Contracting Life CycleChapter 23. Distribution AgreementsChapter 24. Data AgreementsChapter 25. Website Development AgreementsChapter 26. Social Media PoliciesChapter 27. Critical Considerations for Records Management and Retention
£42.74
Taylor & Francis Creating a Culture of Predictable Outcomes
Book SynopsisCreating a Culture of Predictable Outcomes demonstrates the importance of creating cultures in the design and construction industries grounded in sophisticated-caring leadership, high-performing collaborative teams, and master-level decision-making discipline, informed by values, to finally address massive inefficiencies, waste, and unpredictability. Barbara White Bryson offers specific guidance to industry stakeholders to succeed in achieving project-related predictable outcomes by focusing on culture rather than process. This includes selecting the right team members by hiring and firing bravely, valuing psychological safety, leading with values, practicing respect and transparency, fostering empowerment to make decisions at the right level at the right time, and more.This book is a must-read for design and construction professionals who want to finally understand how to set goals and meet those goals for their clients as well as for their teams. Trade ReviewIn her straightforward manner, Barbara White Bryson speaks directly to the fundamental misses inhibiting the built environment industry from firing on all cylinders. A blend of in-depth domain knowledge and relatable storytelling, Creating a Culture of Predictable Outcomes will stand as foundational to the professions for years to come. - David G. Gilmore, President & CEO, DesignIntelligenceWorking with Barbara on the Rice Bioscience Research Collaborative was one of the best project experiences our team at SOM has had. Her real-world experiences, including senior academic and strategic leadership, as well as being an architect with an MBA and Doctorate in Higher Education, make Barbara uniquely adept at describing comprehensive and highly effective strategies with analogous references that are clear, engaging and memorable. - Carrie Byles, FAIA, LEED BD+C, Partner SOM"Predictability is power." There are no truer words spoken than this premise from Barbara White Bryson’s illuminating and strategic book, particularly in a time of chaos and mismanagement. Barbara’s book is an imminently useful read for firm leaders at any phase in their careers. Universally, business, design and engineering schools will use this book to demonstrate predictability as the active decision-making model we need. - James Timberlake, FAIA, Architect/Partner, Kieran Timberlake, PhiladelphiaCreating a Culture of Predictable Outcomes packs a powerful message while forging a new path for the industry, one that is more nimble, adaptable and resilient. Bryson’s list outlining twenty disruptions that will impact our future is alone worth the price of the book. As we’ve all witnessed, unexpected things happen – this book is here just in time to help! - Randy Deutsch, Author of Superusers (Routledge, 2019)Table of Contents1. Predictability is Power 2. Sophisticated Caring Leadership 3. High-Performing Collaborative Teams 4. Master-Level Decision-Making 5. Aligning Values to Goals 6. Embracing Risk and Contracts 7. Research 8. Twenty Freight Trains of Disruption 9. Unpredictable
£31.34
