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Manage it! : your guide to modern, pragmatic project management

Author: Johanna Rothman
Publisher: Raleigh, N.C. : Pragmatic Bookshelf, ©2007.
Series: Pragmatic programmers.
Edition/Format:   Print book : EnglishView all editions and formats
Summary:
Provides advice for managing a software design project, covering such topics as planning and using life cycles, scheduling, creating a project team, managing meetings, integrating testing, and completing a project.
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Additional Physical Format: Online version:
Rothman, Johanna.
Manage it!
Raleigh, N.C. : Pragmatic Bookshelf, ©2007
(OCoLC)891560403
Material Type: Internet resource
Document Type: Book, Internet Resource
All Authors / Contributors: Johanna Rothman
ISBN: 9780978739249 0978739248 0976694026 9780976694021
OCLC Number: 144650795
Description: xix, 351 pages : illustrations ; 23 cm.
Contents: 1 Starting a Project 1 --
1.1 Define Projects and Project Managers 1 --
1.2 Manage Your Drivers, Constraints, and Floats 3 --
1.3 Discuss Your Project Constraints with Your Client or Sponsor 6 --
1.4 Decide on a Driver for Your Project 7 --
1.5 Manage Sponsors Who Want to Overconstrain Your Project 9 --
1.6 Write a Project Charter to Share These Decisions 11 --
1.7 Know What Quality Means for Your Project 14 --
2 Planning the Project 17 --
2.1 Start the Wheels Turning 17 --
2.2 Plan Just Enough to Start 18 --
2.3 Develop a Project Plan Template 19 --
2.4 Define Release Criteria 26 --
2.5 Use Release Criteria 31 --
3 Using Life Cycles to Design Your Project 35 --
3.1 Understanding Project Life Cycles 35 --
3.2 Overview of Life Cycles 36 --
3.3 Seeing Feedback in the Project 40 --
3.4 Larger Projects Might Have Multiple Combinations of Life Cycles 41 --
3.5 Managing Architectural Risk 45 --
3.6 Paddling Your Way Out of a Waterfall 47 --
3.7 My Favorite Life Cycles 48 --
4 Scheduling the Project 49 --
4.1 Pragmatic Approaches to Project Scheduling 49 --
4.2 Select from These Scheduling Techniques 51 --
4.3 Start Scheduling with a Low-Tech Tool 54 --
5 Estimating the Work 63 --
5.1 Pragmatic Approaches to Project Estimation 63 --
5.2 Milestones Define Your Project's Chunks 76 --
5.3 How Little Can You Do? 78 --
5.4 Estimating with Multitasking 78 --
5.5 Scheduling People to Multitask by Design 79 --
5.6 Using Rolling-Wave Scheduling 80 --
5.7 Deciding on an Iteration Duration 81 --
5.8 Estimating Using Inch-Pebbles Wherever Possible 83 --
6 Recognizing and Avoiding Schedule Games 87 --
6.1 Bring Me a Rock 87 --
6.2 Hope Is Our Most Important Strategy 90 --
6.3 Queen of Denial 92 --
6.4 Sweep Under the Rug 95 --
6.5 Happy Date 97 --
6.6 Pants on Fire 99 --
6.7 Split Focus 101 --
6.8 Schedule Equals Commitment 103 --
6.9 We'll Know Where We Are When We Get There 105 --
6.10 The Schedule Tool Is Always Right 107 --
6.11 We Gotta Have It; We're Toast Without It 110 --
6.12 We Can't Say No 112 --
6.13 Schedule Chicken 114 --
6.14 90% Done 115 --
6.15 We'll Go Faster Now 117 --
6.16 Schedule Trance 119 --
7 Creating a Great Project Team 121 --
7.1 Recruit the People You Need 121 --
7.2 Help the Team Jell 123 --
7.3 Make Your Organization Work for You 126 --
7.4 Know How Large a Team You Need 129 --
7.5 Know When to Add More People 131 --
7.6 Become a Great Project Manager 131 --
7.7 Know When It's Time to Leave 134 --
8 Steering the Project 143 --
8.1 Steer the Project with Rhythm 143 --
8.2 Conduct Interim Retrospectives 144 --
8.3 Rank the Requirements 145 --
8.4 Timebox Requirements Work 148 --
8.5 Timebox Iterations to Four or Fewer Weeks 151 --
8.6 Use Rolling-Wave Planning and Scheduling 152 --
8.7 Create a Cross-Functional Project Team 155 --
8.8 Select a Life Cycle Based on Your Project's Risks 156 --
8.9 Keep Reasonable Work Hours 157 --
8.10 Use Inch-Pebbles 158 --
8.11 Manage Interruptions 159 --
8.12 Manage Defects Starting at the Beginning of the Project 161 --
9 Maintaining Project Rhythm 167 --
9.1 Adopt or Adapt Continuous Integration for Your Project 167 --
9.2 Create Automated Smoke Tests for the Build 169 --
9.3 Implement by Feature, Not by Architecture 170 --
9.4 Get Multiple Sets of Eyes on Work Products 175 --
9.5 Plan to Refactor 176 --
9.6 Utilize Use Cases, User Stories, Personas, and Scenarios to Define Requirements 178 --
9.7 Separate GUI Design from Requirements 179 --
9.8 Use Low-Fidelity Prototyping as Long as Possible 180 --
10 Managing Meetings 183 --
10.1 Cancel These Meetings 183 --
10.2 Conduct These Types of Meetings 186 --
10.3 Project Kickoff Meetings 187 --
10.4 Release Planning Meetings 187 --
10.5 Status Meetings 188 --
10.6 Reporting Status to Management 193 --
10.7 Project Team Meetings 194 --
10.8 Iteration Review Meetings 195 --
10.9 Troubleshooting Meetings 195 --
10.10 Manage Conference Calls with Remote Teams 197 --
11 Creating and Using a Project Dashboard 201 --
11.1 Measurements Can Be Dangerous 201 --
11.2 Measure Progress Toward Project Completion 204 --
11.3 Develop a Project Dashboard for Sponsors 227 --
11.4 Use a Project Weather Report 230 --
12 Managing Multisite Projects 235 --
12.1 What Does a Question Cost You? 236 --
12.2 Identify Your Project's Cultural Differences 237 --
12.3 Build Trust Among the Teams 238 --
12.4 Use Complementary Practices on a Team-by-Team Basis 241 --
12.5 Look for Potential Multisite Project and Multicultural Problems 249 --
12.6 Avoid These Mistakes When Outsourcing 251 --
13 Integrating Testing into the Project 255 --
13.1 Start People with a Mind-Set Toward Reducing Technical Debt 255 --
13.2 Reduce Risks with Small Tests 256 --
13.3 TDD Is the Easiest Way to Integrate Testing into Your Project 257 --
13.4 Use a Wide Variety of Testing Techniques 260 --
13.5 Define Every Team Member's Testing Role 263 --
13.6 What's the Right Developer-to-Tester Ratio? 267 --
13.7 Make the Testing Concurrent with Development 273 --
13.8 Define a Test Strategy for Your Project 273 --
13.9 System Test Strategy Template 274 --
13.10 There's a Difference Between QA and Test 276 --
14 Managing Programs 279 --
14.1 When Your Project Is a Program 279 --
14.2 Organizing Multiple Related Projects into One Release 280 --
14.3 Organizing Multiple Related Projects Over Time 282 --
14.4 Managing Project Managers 285 --
14.5 Creating a Program Dashboard 287 --
15 Completing a Project 289 --
15.1 Managing Requests for Early Release 289 --
15.2 Managing Beta Releases 290 --
15.3 When You Know You Can't Meet the Release Date 291 --
15.4 Shepherding the Project to Completion 299 --
15.5 Canceling a Project 303 --
16 Managing the Project Portfolio 307 --
16.1 Build the Portfolio of All Projects 307 --
16.2 Evaluate the Projects 309 --
16.3 Decide Which Projects to Fund Now 310 --
16.4 Rank-Order the Portfolio 310 --
16.5 Start Projects Faster 311 --
16.6 Manage the Demand for New Features with a Product Backlog 313 --
16.7 Troubleshoot Portfolio Management 315 --
A More Detailed Information About Life Cycles 323 --
A.1 Serial Life Cycle: Waterfall or Phase-Gate 323 --
A.2 Iterative Life Cycle: Spiral, Evolutionary Prototyping, Unified Process 327 --
A.3 Incremental Life Cycle: Staged Delivery, Design to Schedule 330 --
A.4 Agile Life Cycles 331.
Series Title: Pragmatic programmers.
Responsibility: Johanna Rothman.
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Abstract:

Shows you how to beg, borrow, and steal from the methodologies to fit your particular project. This book is a guide for projects that teaches you how to recognize your project's potholes and ruts,  Read more...

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""I highly recommend this book to all project managers, from novices to those with more experience. This is an incredible resource that should be referred to frequently for advice on how to help you Read more...

 
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