By Robert K. Wysocki
With 2 hundred pages of latest content material, the 5th variation of this well known advisor provides new or veteran venture managers a complete evaluate of all the best-of-breed undertaking administration ways and instruments at the present time, together with conventional (Linear and Incremental), Agile (Iterative and Adaptive), and severe. step by step guide and functional case stories assist you to use those instruments successfully to accomplish larger results of initiatives to hand. Plus, the booklet presents complete assurance on dealing with non-stop method development, procurement administration, handling distressed tasks, and handling a number of group tasks. The better half site contains workouts and ideas that accompany the undertaking administration guide within the ebook.
Read Online or Download Effective Project Management: Traditional, Agile, Extreme PDF
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Additional resources for Effective Project Management: Traditional, Agile, Extreme
The business world is dynamic. It doesn’t stand still just because you are managing a project. The best-fit project management approach must recognize the realities of frequent change, accommodate it, and embrace it. The extent to which change is expected will affect the choice of a best-fit PMLC model. Change is constant! I hope that does not come as a surprise to you. Change is always with you and seems to be happening at an increasing rate. Every day you face new challenges and the need to improve yesterday’s practices.
The Rationale for Using this Book Organization This book does not advocate following recipes and stepwise procedures lists for managing projects. Rather it is based on constructing a best-fit project management approach based on the characteristics of the project, its environment, the business climate, the team skills profile, and other descriptors. A Bottom Up Learning Experience To begin your study I introduce six questions that form an architecture for any effective project management approach.
Often in the process of building the solution, the client learns that what they need is not the same as what they requested. Here you have the basis for rolling deadlines, scope creep, and an endless trail of changes and reworks. It’s no wonder that 70-plus percent of projects fail. That cycle has to stop. You need an approach that is built around change — one that embraces learning and discovery throughout the project life cycle. It must have built-in processes to accommodate the changes that result from this learning and discovery.
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