The PMBOK® Guide is the definitive text on project management. Published by the Project Managment Institute, this has become perhaps the single most important book in a project managers library.
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To support the broadening spectrum of project delivery approaches, PMI is offering A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition along with the new Agile Practice Guide as one package. The PMBOK® Guide – Sixth Edition now contains detailed information about agile; while the Agile Practice Guide, created in partnership with Agile Alliance®, serves as a bridge to connect waterfall and agile. Together they are a powerful tool for project managers.
Throughout his journey journey within Scrum and Agile practices, one expert has faced a key scenario again and again: Every project's business side needs to know from the development team how much time the given product backlog will take to deliver, and the development teams always struggle to provide accurate estimates.
In project management science, the triple constraints of scope, schedule and cost are used to quantify a project. But quantification of scope has been challenging—and not been implemented effectively. This white paper proposes a method for assessment, tracking and reporting of project scope in information technology projects that are executed using waterfall, V-model or agile/kanban.
Applying Scrum is hard, even though it is composed of a few simple rules. There are several reasons for it to be challenging, including company environments that aren't healthy for Scrum's transparent approach, or a lack of experience with Agile technical practices and with iterative and incremental product development. In other words, as is often said, Scrum is simple to understand but difficult to master.
Stakeholder engagement is (arguably) the most underestimated area of project management—and yet so decisive for achieving project success. Effectively engaging stakeholders can make or break a project—more than any methodology, tools or techniques. For years, the author has been presenting at conferences about his approach to obtaining appropriate stakeholder engagement in projects. That session evolved into a workshop, and finally in this book. The material includes a generic foundation to make sure that key concepts are not missed, as well as his personal approach.
Eliminating and driving down costs have long been second nature for many IT organizations. In challenging economic times, even further cutting of IT costs is a requirement for the survival of many organizations. Whether in the midst of an economic downturn or upturn, effective cost management is critical as IT costs can be a significant portion of an organizations overhead cost structure and can even impact an organizations competitive position. A Practical Guide to Reducing IT Costs provides a toolkit of innovative ideas to assess and reduce costs in an IT organization. It outlines a compilation of practical advice based on interviews and comments from more than 60 CIO’s and IT leaders, and it includes many other proven ideas that if implemented will successfully reduce IT costs.
Do you understand the value of planning and training? This White Paper uncovers the different approaches to each stage of the PM software implementation process by telling the stories of two organizations who chose different paths.
A Team of Leaders: Empowering Every Member to Take Ownership, Demonstrate Initiative, and Deliver Results
Workplace teams are supposed to harness employees' talents to tackle challenges. But the reality often falls short. Now imagine having a team where everyone steps up and performs all of the leadership tasks. Imagine a team that is constantly sharing knowledge and pushing the envelope--one that does long-term planning and produces outstanding performance. A Team of Leaders shows readers how to design systems that nurture the leadership potential of every employee--the key to creating high-performance teams. The book's proven principles and techniques include: the five-stage Team Development Model that maps the transition from traditional to self-directed teams; best practices in team process design; a Team Value Creation Tool that allows members to appreciate the significance of what they contribute each day; visual management; and more! Filled with real-world examples, this fresh approach transforms passive groups of disparate people into effective teams of leaders--workplace teams that work!
Acceptance of risk involves recognition that the risk is a factor, and that the project team is not actively changing its approach to the project to respond to it. Acceptance is not the same as ignoring the risk, however. Contingency plans should be put in place to be able to respond to the risk should it occur.