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| Preface | |
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| Introduction | |
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| Death March Defined | |
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| Categories of Death March Projects | |
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| Why Do Death March Projects Happen? | |
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| Politics, politics, politics | |
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| Naive promises made by marketing, senior executives, naive project managers, and so on | |
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| Naive optimism of youth: "We can do it over the weekend" | |
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| The "startup" mentality of fledgling entrepreneurial companies | |
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| The "Marine Corps" mentality: Real programmers don't need sleep | |
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| Intense competition caused by globalization of markets | |
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| Intense competition caused by the appearance of new technologies | |
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| Intense pressure caused by unexpected government regulations | |
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| Unexpected and/or unplanned crises | |
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| Why Do People Participate in Death March Projects? | |
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| The risks are high, but so are the rewards | |
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| The "Mt. Everest" syndrome | |
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| The naivete and optimism of youth | |
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| The alternative is unemployment | |
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| It's required in order to be considered for future advancement | |
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| The alternative is bankruptcy or some other calamity | |
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| It's an opportunity to escape the "normal" bureaucracy | |
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| Revenge | |
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| Summary | |
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| Notes | |
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| Politics | |
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| Identifying the Political Players in the Project | |
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| Owner | |
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| Customers | |
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| Shareholders | |
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| Stakeholders | |
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| Champions | |
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| Determining the Basic Nature of the Project | |
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| Levels of Commitment By Project Participants | |
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| Analyzing Key Issues that Lead to Political Disagreements | |
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| Conclusion | |
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| Notes | |
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| Negotiations | |
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| Rational Negotiations | |
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| Identifying Acceptable Tradeoffs | |
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| Negotiating Games | |
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| Negotiating Strategies | |
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| What To Do When Negotiating Fails | |
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| Notes | |
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| References | |
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| People in Death March Projects | |
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| Hiring and Staffing Issues | |
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| Loyalty, Commitment, Motivation, and Rewards | |
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| Rewarding Project Team Members | |
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| The Issue of Overtime | |
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| The Importance of Communication | |
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| Team-Building Issues | |
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| Workplace Conditions for Death March Project | |
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| Summary | |
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| Notes | |
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| References | |
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| Death March Processes | |
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| The Concept OF Triage | |
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| The Importance OF Requirements Management | |
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| SEI, ISO-9000 and Formal Versus Informal Processes | |
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| Good-Enough Software | |
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| Best Practices and Worst Practices | |
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| Death March Meets XP | |
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| Conclusion | |
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| Notes | |
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| References | |
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| The Dynamics of Processes | |
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| Models of Software Development Processes | |
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| Mental Models | |
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| Spreadsheet Models | |
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| Static Versus Dynamic Models | |
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| Visual Models | |
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| An Example: Tarek Abdel-Hamid's Software Process Model | |
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| Summary and Conclusions | |
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| Notes | |
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| References | |
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| Critical-Chain Scheduling and the Theory of Constraints | |
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| Introduction | |
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| What Organizational Behaviors are Dysfunctional? | |
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| How Can We Change Dysfunctional Organizational Behavior? | |
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| Life in a Rational World | |
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| Critical-Chain Scheduling | |
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| Conclusion | |
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| Notes | |
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| References | |
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| Time Management | |
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| The Impact of Corporate Culture On Time Management | |
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| Time Slippage From Stakeholder Disagreements | |
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| Helping the Project Team Make Better Use of Time | |
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| Notes | |
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| Managing and Controlling Progress | |
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| The "Daily Build" Concept | |
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| Risk Management | |
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| Additional Ideas for Monitoring Progress: Milestone Reviews | |
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| Notes | |
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| References | |
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| Death March Tools and Technology | |
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| The Minimal Toolset | |
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| Tools and Process | |
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| Risks of Choosing New Tools | |
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| Conclusion | |
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| Notes | |
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| References | |
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| Simulators and "War Games" | |
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| Introduction | |
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| The Concept of War Games | |
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| Conclusion | |
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| Notes | |
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| References | |
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| Index | |