Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
Goldratt's business novel applying the theory of constraints to project management. The story follows a business school lecturer and his students as they work out why projects overrun even when every individual task carries …
Flyvbjerg spent decades assembling a database of large projects and their outcomes, and with Gardner turns that evidence into a short set of rules. The central finding is that big projects fail because planning is rushed and delivery is slow, when the reliable pattern is the reverse.
Kendrick works through risk in the order you meet it on a project, starting with scope risk, then schedule and resource risk, then the analysis and response planning that follow.
McConnell separates an estimate from a target and a commitment, then builds a practical toolkit for producing the first of the three. He covers the cone of uncertainty, the principle of counting and computing before resorting to …
DeMarco and Lister on why software organisations avoid naming their risks and what that avoidance costs them. The book sets out a working risk management process covering identification, exposure, containment and the use of risk …