Managing IT projects : how to pragmatically deliver projects for external customers / by Dąbrowski, Marcin

Table of Contents: “…-- Chapter 2: Why sales people shouldnt sell on their own -- Chapter 3: Delay as a problem of the sales process -- Chapter 4: The scope as a problem of the sales process -- Chapter 5: Payment schedule and the subsequent condition of the project -- Chapter 6: Why attitude matters more than outcomes -- Chapter 7: Why being at the clients premises is more important than the outcomes -- Chapter 8: The steering committee as a project managers tool -- Chapter 9: Arguments with the client the only thing that matters is progress and why its not good to be right -- Chapter 10: How and when to break bad news, or what the client should know about -- Chapter 11: Always be prepared for the worst -- Chapter 12: Penalties much ado about nothing -- Chapter 13: Approaches to project management academic discussions versus real life -- Chapter 14: The management strategy depends on the stage of the project -- Chapter 15: People's availability in particular phases of the project -- Chapter 16: Monitoring the internal status of a project -- Chapter 17: Low-level estimates a source of everlasting delays and a foundation of planning -- Chapter 18: Fixing bugs planning doomed to fail -- Chapter 19: Managing delays -- Chapter 20: The whole truth about user acceptance tests -- Chapter 21: If you want to save money, invest in people -- Chapter 22: When the time comes for re-negotiation or terminating the contract -- Chapter 23: Its always good to be in the game.…”
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