Managing IT Projects : How to Pragmatically Deliver Projects for External Customers

Managing IT Projects How to Pragmatically Deliver Projects for External Customers

Urgent deadlines, constant lack of time, permanent delays - these are the most faithful companions and, at the same time, the greatest enemies of the project manager. Even certified project managers, people with enormous knowledge and a lot of experience, find themselves in a situation where they ne...

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Detalles Bibliográficos
Otros Autores: Dąbrowski, Marcin, 1966- author (author)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Berkeley, CA : Apress 2023.
Edición:1st ed. 2023.
Materias:
Information technology projects > Management.
Information technology > Management.
Project management > Data processing.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009726539106719
Tabla de Contenidos:
  • Foreword
  • Chapter 1: When does a project really start?
  • Chapter 2: Why sales people shouldn’t sell on their own
  • Chapter 3: Delay as a problem of the sales process
  • Chapter 4: The scope as a problem of the sales process
  • Chapter 5: Payment schedule and the subsequent condition of the project
  • Chapter 6: Why attitude matters more than outcomes
  • Chapter 7: Why being at the client’s premises is more important than the outcomes
  • Chapter 8: The steering committee as a project manager’s tool
  • Chapter 9: Arguments with the client – the only thing that matters is progress and why it’s not good to be right
  • Chapter 10: How and when to break bad news, or what the client should know about
  • Chapter 11: Always be prepared for the worst
  • Chapter 12: Penalties — much ado about nothing
  • Chapter 13: Approaches to project management – academic discussions versus real life
  • Chapter 14: The management strategy depends on the stage of the project
  • Chapter 15: People's availability in particular phases of the project
  • Chapter 16: Monitoring the internal status of a project
  • Chapter 17: Low-level estimates — a source of everlasting delays and a foundation of planning
  • Chapter 18: Fixing bugs — planning doomed to fail
  • Chapter 19: Managing delays
  • Chapter 20: The whole truth about user acceptance tests
  • Chapter 21: If you want to save money, invest in people
  • Chapter 22: When the time comes for re-negotiation or terminating the contract
  • Chapter 23: It’s always good to be in the game.

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