Web Project Management presents a solid Web project management method for building commercial Web sites. Developed by pres.co, a leading interactive agency, this refined eight-stage approach lets you closely manage your project's contributors, quality, costs, and schedules. Importantly, the book also details how to define, measure and understand the success of your project on an ongoing basis. This book is an indispensable resource, whether you are a project manager, online manager, Web director, consultant or producer.
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Success starts with being new. Have you ever felt nervous in new situations? Reluctant to introduce yourself? Afraid to ask questions? We all have. But if you let those worries stop you, you may miss out on real opportunity. Whether you're changing jobs, joining a group, or moving to a new city, putting yourself out there enriches life and brings rewards.
What to Do When You're New combines the author's research with that of leading scientists to explain why we are so uneasy in new situations-and how we can learn to become more confident and successful newcomers. With practice, anyone can get better at being new. This original book opens your eyes to the necessary skills and teaches you how to Overcome fears, Make great first impressions, Talk to strangers with ease, Get up to speed quickly, and Connect with people wherever you go. Blending stories and insights with simple techniques and exercises, this one-of-a-kind guide will get you out of your comfort zone and trying new things in no time.
Drawing from their work with more than 30 knowledge-rich firms, Davenport and Prusak--experienced consultants with a track record of success--examine how all types of companies can effectively understand, analyze, measure and manage their intellectual assets, turning corporate wisdom into market value. They categorize knowledge work into four sequential activities--accessing, generating, embedding and transferring--and look at the key skills, techniques and processes of each. While they present a practical approach to cataloging and storing knowledge so that employees can easily leverage it throughout the firm, the authors caution readers on the limits of communications and information technology in managing intellectual capital.
Writing use cases as a means of capturing the behavioral requirements of software systems and business processes is a practice that is quickly gaining popularity. Use cases provide a beneficial means of project planning because they clearly show how people will ultimately use the system being designed. On the surface, use cases appear to be a straightforward and simple concept. Faced with the task of writing a set of use cases, however, practitioners must ask: "How exactly am I supposed to write use cases?" Because use cases are essentially prose essays, this question is not easily answered, and as a result, the task can become formidable.