| Part 1 Taming the Soft Machine |
| | 1 | |
| Seven Deadly Habits of Ineffective Software Managers |
| | 3 | |
| Habit 1-Releasing a Product Before It Is Ready |
| | 3 | |
| Habit 2-Hiring Someone Who Is Not Quite Qualified (but Who Everyone Likes) |
| | 7 | |
| Habit 3---Making Every Decision a Consensus Decision |
| | 10 | |
| Habit 4---Promising Developers Incentives |
| | 12 | |
| Habit 5---Delegating Absolute Control to a Project Manager |
| | 16 | |
| Habit 6---Taking Too Long to Negotiate Feature Sets and Schedules |
| | 20 | |
| Habit 7---Ignoring a Process in Order to Release Quickly |
| | 23 | |
| | 24 | |
| | 24 | |
| Organizational Spring Cleaning |
| | 25 | |
| | 25 | |
| | 27 | |
| Lead with a Department Mission |
| | 28 | |
| | 32 | |
| Creating a Sense of Urgency |
| | 33 | |
| Building a Killer Leadership Team |
| | 35 | |
| Stabilize Your Organization |
| | 36 | |
| Building a Team of ``Doers'' |
| | 36 | |
| | 41 | |
| | 42 | |
| Warning Signs That You're at the Wrong Company |
| | 44 | |
| | 46 | |
| Relating PMBOK Best Practices to Software Development |
| | 47 | |
| Making Sense out of PMI and PMBOK |
| | 47 | |
| Defining Projects, Programs, and Products |
| | 49 | |
| Projects and Project Management |
| | 49 | |
| | 50 | |
| | 51 | |
| Putting It All Together-The Portfolio |
| | 51 | |
| | 52 | |
| | 53 | |
| | 53 | |
| Introduction to Process Groups |
| | 54 | |
| Plan, Do, <Something>, and Act |
| | 55 | |
| | 57 | |
| | 58 | |
| | 60 | |
| Projectized Organizations |
| | 62 | |
| | 63 | |
| Introducing the Four Ps (4Ps) |
| | 68 | |
| | 69 | |
| | 69 | |
| | 70 | |
| | 70 | |
| | 73 | |
| Run Development as a Business |
| | 75 | |
| Why Is Agile Methodology So Important? |
| | 75 | |
| How PMBOK Processes Are Organized |
| | 76 | |
| Identifying Processes by Knowledge Area |
| | 77 | |
| The Importance of the Implementation Cycle |
| | 79 | |
| How Much Process Is Enough? |
| | 80 | |
| Success Through Integration |
| | 82 | |
| Overview of the Integration Knowledge Area |
| | 82 | |
| Integration Management in the Initiating Process Group |
| | 84 | |
| Integration Management in the Planning Process Group |
| | 88 | |
| Integration Management in the Executing Process Group |
| | 93 | |
| Integration Management in the Monitoring & Controlling Process Group |
| | 97 | |
| Integration Management in the Closing Process Group |
| | 102 | |
| Risk Management---Preparing for the Unexpected |
| | 106 | |
| | 106 | |
| The Infamous Triple Constraint |
| | 108 | |
| Risks Aren't Always Negative |
| | 110 | |
| | 112 | |
| Risk Management in the Planning Process Group |
| | 113 | |
| Risk Management in the Monitoring & Controlling Process Group |
| | 137 | |
| | 141 | |
| Partner with Product Management |
| | 143 | |
| What Is Meant by Leadership? |
| | 143 | |
| Keeping Development and Product Management Aligned |
| | 143 | |
| Key Roles and Responsibilities |
| | 143 | |
| Introducing the Decision Pyramid |
| | 145 | |
| | 149 | |
| Introducing the Agile Product Manager |
| | 150 | |
| Ensuring Projects Stay on Scope |
| | 151 | |
| Overview of the Project Scope Management Knowledge Area |
| | 151 | |
| Scope Management in the Planning Process Group |
| | 152 | |
| Scope Management in the Monitoring & Controlling Process Group |
| | 172 | |
| | 176 | |
| Become Effective and Competitive |
| | 179 | |
| Controlling the Cost of a Project |
| | 179 | |
| Overview of Project Cost Management |
| | 179 | |
| Overview of the Cost Management Knowledge Area |
| | 181 | |
| Cost Management in the Planning Process Group |
| | 182 | |
| Cost Management in the Monitoring & Controlling Process Group |
| | 198 | |
| Calculating Project Cost Performance Metrics |
| | 202 | |
| Project Procurement Best Practices |
| | 210 | |
| Understanding Project Procurement Management |
| | 210 | |
| Procurement Management in the Planning Process Group |
| | 213 | |
| Procurement Management in the Execution Process Group |
| | 223 | |
| Procurement Management in the Monitoring & Controlling Process Group |
| | 229 | |
| Procurement Management in the Closing Process Group |
| | 233 | |
| Making the Most with Outsourcing |
| | 235 | |
| A History Lesson in Reducing Costs |
| | 235 | |
| Outsourcing Logistics and Other Benefits |
| | 236 | |
| | 243 | |
| | 245 | |
| Master the Art of Scheduling |
| | 247 | |
| Agile Software Development Methodology |
| | 247 | |
| Introduction to the Software Development Process |
| | 247 | |
| The Waterfall Software Methodology |
| | 251 | |
| Agile Software Methodologies |
| | 255 | |
| Time Management Fundamentals |
| | 272 | |
| Overview of the Time Management Knowledge Area |
| | 274 | |
| Time Management in the Planning Process Group |
| | 275 | |
| Time Management in the Monitoring & Controlling Process Group |
| | 303 | |
| Time Management Best Practices |
| | 308 | |
| How to Reduce Schedule Risk |
| | 308 | |
| | 309 | |
| Deliver On-Time, Quality Products |
| | 311 | |
| | 311 | |
| | 312 | |
| Revisiting Plan-Do-Study-Act |
| | 312 | |
| Ensuring Quality Throughout the Software Life Cycle |
| | 313 | |
| Introducing the Quality Management Knowledge Area |
| | 313 | |
| | 314 | |
| Quality Management in the Planning Process Group |
| | 320 | |
| Quality Management in the Executing Process Group |
| | 327 | |
| Quality Management in the Monitoring & Controlling Process Group |
| | 331 | |
| Use Cases---Why They Are Important for Quality |
| | 346 | |
| | 347 | |
| | 349 | |
| Finding, Retaining, and Motivating the Best Talent |
| | 351 | |
| ``It Would Be So Much Better If I Didn't Have to Deal with People!'' |
| | 351 | |
| | 352 | |
| Overview of the Human Resource Knowledge Area |
| | 352 | |
| Human Resource Management in the Planning Process Group |
| | 352 | |
| Human Resource Management in the Executing Process Group |
| | 370 | |
| | 398 | |
| Create a Winning Workplace |
| | 401 | |
| Why Is Communication So Important? |
| | 401 | |
| So, How Often Do You Communicate? |
| | 402 | |
| What Communication Skills Should You Develop? |
| | 406 | |
| The Conundrum of Effective Communication---How Much Is Enough? |
| | 407 | |
| Communicating for Success |
| | 407 | |
| Overview of the Communications Management Knowledge Area |
| | 408 | |
| Communications Management in the Initiating Process Group |
| | 408 | |
| Communications Management in the Planning Process Group |
| | 415 | |
| Communications Management in the Executing Process Group |
| | 425 | |
| Communications Management in the Monitoring & Controlling Process Group |
| | 430 | |
| Foolproof Communication Techniques |
| | 434 | |
| Understanding Stakeholders and Sponsors |
| | 434 | |
| Keeping Communication Simple and Consistent |
| | 434 | |
| | 435 | |
| Is a Project Kickoff Meeting Really Necessary? |
| | 439 | |
| Project Closure and Lessons Learned |
| | 439 | |
| Understanding Team Dynamics |
| | 440 | |
| What Is This PMI ``Code'' Thing? |
| | 446 | |
| | 448 | |
| Index | | 451 | |
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