Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
The seventh edition moved away from the process groups and knowledge areas of earlier editions and reorganised the guide around twelve principles and eight performance domains.
Produced jointly by PMI and the Agile Alliance as a bridge between traditional project management and agile ways of working. It covers the agile mindset, the selection of a life cycle across predictive, iterative, incremental and …
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.
Berkun ran projects at Microsoft on Internet Explorer and Windows, and wrote about the parts of the job that are judgement rather than method. Chapters cover writing a vision document, working out what to do, making decisions on …
The official PRINCE2 manual and the basis of the Foundation and Practitioner examinations. The method rests on seven principles that must all be present for work to count as PRINCE2, a set of practices covering the management …
DeMarco and Lister argue that most projects fail for sociological reasons rather than technical ones, and they spend the book on the conditions that let people think.
Written by FranklinCovey for the very large number of people who end up running projects that are not in their job description. The method pairs a light process running from initiating through planning, execution and monitoring to …
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 …
A novel in which a manager is kidnapped and set to run software projects in a fictional country, a device that lets DeMarco test management ideas as plot rather than as advice.
Brooks drew on running the OS/360 project at IBM and wrote the essays that gave the field Brooks's law, the observation that adding people to a late project makes it later.
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 …