Managing IT Projects: How to Pragmatically Deliver Projects for External Customers
- Length: 241 pages
- Edition: 1
- Language: English
- Publisher: Apress
- Publication Date: 2023-03-31
- ISBN-10: 1484292421
- ISBN-13: 9781484292426
- Sales Rank: #0 (See Top 100 Books)
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 need great mental resilience in order not to give up. The book is a complete manual for all critical situations a project manager might need to handle along the project’s lifecycle.
Written by a project manager with many years of experience, each chapter contains real-life examples with analysis and guidelines. You’ll benefit from the down-to-earth knowledge that usually project managers learn over the course of years in critical and stressful situations with no preparation beforehand. It’s not about academic methodologies – it’s about pragmatic solutions that work in real-life.
Far too often, the wise theory of IT project management has nothing to do with reality. Managing IT Projects is your special compendium of knowledge, featuring “project management black magic,” chock full of proven recipes for project managers and IT organization managers, as well as advice on how to act in critical situations.
What You’ll Learn
- Examine the main reasons for delays in projects and see where they come from
- Review the key success factors in managing projects beyond project management methodologies and techniques
- Understand the critical moments of projects and see how to prepare for them
- Apply a pragmatic strategy and philosophy for successful project delivery and cooperation with customers
Who This Book Is For
Software developers, project managers, engineering managers and software development directors, sales reps, executive and founders
Contents About the Author Endorsements Foreword Introduction How and Why This Book Was Written Chapter 1: When Does a Project Really Start? Selecting the Supplier The Birth of Problems Summary Chapter 2: Why Sales People Shouldn’t Sell on Their Own The Backstage of the Sales Process – Actors and Their Goals Sales Targets vs. the Future of the Project A Holistic Approach Summary Chapter 3: Delay As a Problem of the Sales Process Delays “Sold” vs. Those Created During the Project In Practice Summary Chapter 4: The Scope As a Problem of the Sales Process Compliance Matrix The Workshops Why the Scope “Explodes” Good Practices Summary Chapter 5: Payment Schedule and the Subsequent Condition of the Project Why Regular Payments Are a Good Thing Upfront Invoicing Aggressive Payment Schedules On-Premise vs. SaaS Summary Chapter 6: Why Attitude Matters More Than Outcomes Performance Is Not Enough The Power of Attitude and Devotion The Project vs. Relations with the Client Summary Chapter 7: Why Being at the Client’s Premises Is More Important Than the Outcomes The Added Value of the On-Site Presence On-Site Presence As a Business Model Summary Chapter 8: The Steering Committee As a Project Manager’s Tool A Pitch Deck for the Steering Committee Controlling the Discussion Choosing the Right Audience Summary Chapter 9: Arguments with the Client – The Only Thing That Matters Is Progress and Why It’s Not Good to Be Right The Classic Arguments Why It’s Pointless to Be Right Progress – The Main Goal of the Discussion Summary Chapter 10: How and When to Break Bad News, or What the Client Should Know About When You Can and Should Be Completely Honest Why Sometimes You Need to Choose Between Being a Liar and an Idiot When Being Completely Honest Is Harmful for the Project The Level of Transparency Depends on the Type of Client Summary Chapter 11: Always Be Prepared for the Worst Stage 1. Signals Suggesting a Project Halt Stage 2. Client Informing About Stopping the Project Stage 3. Demands Sent by the Client Stage 4. Preparing the Defense Strategy Stage 5. Negotiations Stage 6. Legal Proceedings Summary Chapter 12: Penalties – Much Ado About Nothing How and Why Are Penalties Charged Why Charging Penalties Makes No Sense How to Protect Yourself Against Penalties How Clients Use the Penalty Clauses Summary Chapter 13: Approaches to Project Management – Academic Discussions vs. Real Life The Most Common Mistakes and Misunderstandings How to Select the Right Project Management Methodology for Your Project Summary Chapter 14: The Management Strategy Depends on the Stage of the Project Sales Process and Project Initiation Analysis Development User Acceptance Tests Stabilizing the System After Going to Production Maintenance Summary Chapter 15: People’s Availability at Particular Stages of the Project Sales Process Initiation and Getting the Project Up to Speed When the Project Still Has High Priority When the Project “Ages” Summary Chapter 16: Monitoring the Internal Status of a Project Two Parallel Reporting Systems It’s the Information That Counts, Not Its Format Good Practices That We Constantly Forget Who Needs Status Information and Reports Anyway Summary Chapter 17: Low-Level Estimates – A Source of Everlasting Delays and a Foundation of Planning The Scale of the Problem The Source of the Problem Building Solid Foundations for Planning Summary Chapter 18: Fixing Bugs – Planning Doomed to Fail Summary Chapter 19: Managing Delays Who Is to Blame Shaping the Client’s Perception Documenting the Causes of Delay Accepting Delays Changing Priorities and Rescheduling the Project Reducing the Scope Splitting the Stages and Extending the Project Summary Chapter 20: The Whole Truth About User Acceptance Tests Why User Acceptance Tests Should Begin As Soon As Possible How to Plan User Acceptance Tests Pragmatically Looking After the Testing Client Formal Acceptance Criteria – Theory and Practice Summary Chapter 21: If You Want to Save Money, Invest in People Project Analysis and Client Cooperation Development Give a Pay Rise or Let Go? Filling the Key Positions Summary Chapter 22: When the Time Comes for Renegotiation or Terminating the Contract When Continuing the Project Is Pointless Renegotiating the Contract Putting the Project on Hold Freezing the Project Indefinitely Without Terminating the Contract Ending the Cooperation by Mutual Agreement Stopping the Project and a Court Trial Summary Chapter 23: It’s Always Good to Be in the Game Index
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