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This book is a collection of key principles that should be used to "deliver" difficult and unrealistic projects. These principles are independent of the chosen project management methodology - they remain complementary to them and help to successfully complete even those projects that seem unrealistic: in terms of time, scope, finances and other aspects.
These holistic rules cover broad aspects from management, negotiation, psychology and business. It s full of real life examples of various international projects which were both successful or failed. The book shows that beyond certifications, methodologies, and manuals, project management professionals need to learn how to face crisis situations, changing scopes and toxic work environments and then successfully deliver a project.
What You Will Learn
Holistic view on project lifecycle from sales to delivery
What is really important for customers in IT projects
Key aspects of proactive attitudes needed for successful project delivery
Who This Book is For
Project Managers, Team Leaders, Unit Managers, IT managers, IT directors, CIOs
List of contents
Part I. Impossible projects.- Chapter 1. Introduction how and why this book was written.- Chapter 2. What are impossible projects.- Chapter 3. How and why impossible projects are created.- Chapter 4. Can an impossible project be delivered?.- Part II. Methodologies and Certifications - BS.- Chapter 5. Certificate Factory.- Chapter 6. Helplessness of methodologies and certificates when faced with key problems of impossible projects.- Chapter 7. Practical knowledge - the missing link.- Part III. 10 Rules for delivering impossible projects.- Chapter 8. Rule 1 Engage in contract negotiations.- Chapter 9. Rule 2 - Define what it means to "deliver" the project.- Chapter 10. Rule 3 Be useful and show commitment.- Chapter 11. Rule 4 - Build relationships and the power of influence.- Chapter 12. Rule 5 Focus on progress, be pragmatic.- Chapter 13. Rule 6 - Apply pressure and take advantage of your position.- Chapter 14. Rule 7 Consciously manage the flow of information.- Chapter 15. Rule 8 Take care of the financial health of the project.- Chapter 16. Rule 9 Create and document your own history of the project.- Chapter 17. Rule 10 Focus on the long-term customer relationship.- Chapter 18. Summary.
About the author
Marcin D¿browski managed and supervised large projects for the world's largest telecommunications groups and banks in various parts of the world; worked with clients representing extreme national and organizational cultures. Co-founder and CEO of People More. Previously, he served, among others, as vice-president of the management board of Comarch, as well as COO and vice-president of the management board of Ailleron, both publicly-listed companies. Author of the books “Eternal Delay” (Onepress), “Managing IT Projects” (Apress/Springer), many international scientific publications (including ACM CCS DIM 2008, IEEE ICCS 2008) and contributions to ITU-T. He is a graduate of AGH University of Science and Technology, majoring in electronics, telecommunications and computer science. He studied at Stanford Graduate School of Business and IESE Business School.
