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《项目经理应该知道的97件事》(97 Things Every Project Manager Should Know: Collective Wisdom from the Experts)英文文字版[PDF]

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  • 摘要:
    图书分类软件
    出版社O'Reilly
    发行时间2009年08月21日
    语言英文
  • 时间: 2011/06/07 06:50:29 发布 | 2011/06/07 19:58:03 更新
  • 分类: 图书  计算机与网络 

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中文名项目经理应该知道的97件事
原名97 Things Every Project Manager Should Know: Collective Wisdom from the Experts
作者Barbee Davis
图书分类软件
资源格式PDF
版本英文文字版
出版社O'Reilly
书号978-0596804169
发行时间2009年08月21日
地区美国
语言英文
简介

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内容简介:

If the projects you manage don't go as smoothly as you'd like, 97 Things Every Project Manager Should Know offers knowledge that's priceless, gained through years of trial and error. This illuminating book contains 97 short and extremely practical tips -- whether you're dealing with software or non-IT projects -- from some of the world's most experienced project managers and software developers. You'll learn how they've dealt with everything from managing teams to handling project stakeholders to runaway meetings and more.

内容截图:

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目录

Chapter 1 Get Users Involved As Early As Possible
Chapter 2 Avoid Whack-a-Mole Development
Chapter 3 A Word Can Make You Miss Your Deadline
Chapter 4 Make Project Sponsors Write Their Own Requirements
Chapter 5 Favor the Simple Over the Complex
Chapter 6 Pay Your Debts
Chapter 7 Add Talents, Not Skills, to Your Team
Chapter 8 Keep It Simple, Simon
Chapter 9 You Aren't Special
Chapter 10 Scrolling Through Time
Chapter 11 Save Money on Your Issues
Chapter 12 How to Spot a Good IT Developer
Chapter 13 Developer Productivity: Skilled Versus Average
Chapter 14 Size Matters
Chapter 15 Document Your Process, Then Make Sure It Is Followed
Chapter 16 Go Ahead, Throw That Practice Out
Chapter 17 Requirement Specifications: An Oxymoron
Chapter 18 Success Is Always Measured in Business Value
Chapter 19 Don't Skip Vacations for the Project
Chapter 20 Provide Regular Time to Focus
Chapter 21 Project Management Is Problem Management
Chapter 22 Empowering Developers: A Man Named Tim
Chapter 23 Clever Code Is Hard to Maintain
Chapter 24 Managing Human Factors in IT Project Management
Chapter 25 Use a Wiki
Chapter 26 The Missing Link
Chapter 27 Estimate, Estimate, Estimate
Chapter 28 Developers Unite—PMOs Are Advancing
Chapter 29 Value Results, Not Just Effort
Chapter 30 Software Failure Is Organizational Failure
Chapter 31 A Voice from the Other Side
Chapter 32 Keep Your Perspective
Chapter 33 How Do You Define "Finished"?
Chapter 34 The 60/60 Rule
Chapter 35 We Have Met the Enemy...and He Is Us
Chapter 36 Work in Cycles
Chapter 37 To Thine Own Self Be True
Chapter 38 Meetings Don't Write Code
Chapter 39 Chart a Course for Change
Chapter 40 IT Program Management: Shared Vision
Chapter 41 Planning for Reality
Chapter 42 The Fallacy of Perfect Execution
Chapter 43 Introduce a More Agile Communication System
Chapter 44 Don't Worship a Methodology
Chapter 45 Don't Throw Spreadsheets at People Issues
Chapter 46 One Deliverable, One Person
Chapter 47 The Fallacy of Perfect Knowledge
Chapter 48 Build Teams to Run Marathons, Not Sprints
Chapter 49 The Holy Trinity of Project Management
Chapter 50 Roadmaps: What Have We Done for You Lately?
Chapter 51 The Importance of the Project Scope Statement
Chapter 52 Align Vision and Expected Outcome
Chapter 53 Alice Doesn't Live Here Anymore
Chapter 54 Avoiding Contract Disputes
Chapter 55 You Get What You Measure
Chapter 56 Don't Fall into the "Not Invented Here" Syndrome
Chapter 57 Favor the Now Over the Soon
Chapter 58 Speed Is Life; More Is Better
Chapter 59 Building the Morale on Your Team
Chapter 60 A Project Depends on Teamwork
Chapter 61 Serve Your Team
Chapter 62 The Fallacy of the Big Round Ball
Chapter 63 Responding to a Crisis
Chapter 64 Know Your Integration Points
Chapter 65 Aggressively Promote Communication in Distributed Projects
Chapter 66 Start with the End in Mind
Chapter 67 Clear Terms, Long Friendship!
Chapter 68 The Best Estimators: Those Who Do the Work
Chapter 69 Communicating Is Key
Chapter 70 A Project Is the Pursuit of a Solution
Chapter 71 It's the People, Stupid
Chapter 72 Documents Are a Means, Not an End
Chapter 73 Can Earned Value and Velocity Coexist on Reports?
Chapter 74 Scope Change Happens; Get Used to It
Chapter 75 Buying Ready-Made Software
Chapter 76 Project Sponsors—Good, Bad, and Ugly
Chapter 77 Should You Under-Promise, or Over-Deliver?
Chapter 78 Every Project Manager Is a Contract Administrator
Chapter 79 Important, but Not Urgent
Chapter 80 Teach the Process
Chapter 81 The Fallacy of Status
Chapter 82 What Do They Want to Hear, Anyway?
Chapter 83 Recognize the Value of Team Morale
Chapter 84 Engage Stakeholders All Through Project Life
Chapter 85 The Value of Planning
Chapter 86 Don't Always Be "The Messenger"
Chapter 87 Effectively Manage the Deliverables
Chapter 88 We Are Project Managers, Not Superheroes
Chapter 89 Increase Communication: Hold Frequent, Instant Meetings
Chapter 90 Flexibility Simplifies Project Management
Chapter 91 The Web Points the Way, for Now
Chapter 92 Developers Hate Status Reports, Managers Love Them
Chapter 93 You Are Not in Control
Chapter 94 Share the Vision
Chapter 95 True Success Comes with a Supporting Organization
Chapter 96 Establish Project Management Governance
Chapter 97 9.7 Reasons I Hate Your Website

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