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About the Authors | |
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Preface | |
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Acknowledgments | |
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Introduction | |
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The Nature of Projects | |
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The Race | |
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Terminology | |
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Principles and Methodologies | |
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The Improvement of Business Processes | |
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The Classic View of Project Management Theory | |
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Classic Theory Limitations | |
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The Methodology Evolution | |
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Summary | |
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In the Beginning | |
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How Projects Are Typically Initiated | |
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The Virus That Causes Scope Growth | |
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Resource Limitations | |
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Management Misunderstanding | |
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Did Lewis and Clark Succeed or Fail? | |
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Summary: Early Stage Problems | |
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The Anatomy of a Project | |
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Mega-Multi Manufacturing | |
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Drowning under the Waterfall | |
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A Second Look at Mega-Multi | |
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The Evils of Scope Creep | |
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Why Has the Waterfall Lasted This Long? | |
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Summary: Why So Many Projects Fail | |
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The Elements of Success | |
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Common Characteristics | |
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Why the Largest IT Project Ever Undertaken Succeeded | |
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A Seemingly Simple Success Story: Bass Pro | |
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Emergency Behavior | |
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Case History: Fort Knox Fails, but Silverlake Shines | |
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Summary | |
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How to View Projects | |
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What Is Success? | |
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Why Good Plans Are So Hard to Create | |
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The Patton/Lombardi Effect | |
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Building a Mental Picture | |
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More Realistic Assumptions | |
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Following Mother Nature | |
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A Different View of Projects | |
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Better Measures of Success | |
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What Project Teams Need to Do | |
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Summary | |
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Deciding What to Do | |
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Defining Specific Project Goals | |
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Organizing Task Forces | |
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Practical Advice | |
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Mega-Multi Manufacturing Revisited | |
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Summary | |
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Controlling Project Scope | |
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Let Time Determine Scope | |
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Control the Use of Resources | |
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Limit the Size of the Design Team | |
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Gauge Your Ability to Absorb Change | |
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Imitate, Don't Invent | |
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Create a Single Point of Accountability | |
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Management's Role in Scope Control | |
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Bite-Sized Pieces | |
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Case History: The Birth of the PC | |
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Summary | |
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Who Is Accountable? | |
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Who Should Be Accountable? | |
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IT Accountability | |
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Rewarding Project Teams | |
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Summary | |
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Using Packaged Software | |
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The Role of Packaged Software | |
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Package Selection the Traditional Way | |
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Another Adventure for Mega-Multi | |
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What Is Wrong with the Traditional Approach? | |
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The RITE Approach | |
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Getting Help Selecting and Installing Packages | |
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Package Selection Using the RITE Approach | |
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Case History: Mississippi Chemical | |
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Summary | |
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The Balancing Act | |
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The Need for Balance | |
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Questions to Ask | |
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More Speed, Scotty | |
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Planning versus Doing | |
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Delivering Benefits | |
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Disruption: How Much Is Too Much? | |
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Controlling Risk | |
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Summary | |
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Using Outsiders Wisely | |
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The Business of Providing IT Assistance | |
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The Rate Issue | |
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Who Assumes the Risk? | |
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A Better Model for Obtaining IT Project Assistance | |
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Making the Right Choice | |
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Summary | |
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Managing IT Professionals | |
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What Makes IT Professionals Different | |
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Motivation and Job Satisfaction | |
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Career Management | |
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Managers and Leaders | |
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Marginal Performers | |
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High-Potential Employees | |
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Creating Ideal Assignments | |
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The Causes of Turnover | |
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Summary | |
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Management of Projects | |
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The Project Scheduling Dilemma | |
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Why Most Schedules Are Not Met | |
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A Different Approach to Scheduling | |
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Using Two-Tier Schedules to Defeat Parkinson's Law | |
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Case History: Sealectro Replaces Its Applications | |
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Summary | |
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Building Software Yourself | |
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The Role of Management | |
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The Development Challenge | |
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Another Visit to the Waterfall | |
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The Planning Stage of Development | |
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The Design Stage of Development | |
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The Coding Stage of Development | |
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The Test Stage of Development | |
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The Delivery Stage of Development | |