One of the best books I have read. Real life examples discussed by professional PM. A lot of great ideas that you can use daily

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Product Description

Hunting for lessons on software project management, consultants James Bullock, Gerald M. Weinberg, and Marie Benesh selected forty experts’ most potent contributions to SHAPE, Weinberg’s Web-based, subscription-only discussion forum.

New and experienced software developers and managers will benefit from this fast-paced dialogue on starting, steering, and finishing successful -- even not so successful -- software projects.

Contributors include Wayne Angel, James Bach, Jim Batterson, Marie Benesh, Rick Brenner, James Bullock, Brian Crook, Jerry M. Denman, Esther Derby, Joe Dindo, Dale Emery, Danny R. Faught, Pat Ferdinandi, Phillip Fuhrer, Jesse M. Gordon, Elisabeth Hendrickson, Kevin Huigens, Steve Jackson, Jim Jarrett, Steve Jenkin, Dave Kleist, Karen López, Pat McGee, Graham Oakes, George Olsen, Bill Pardee, Sue Petersen, Dwayne Phillips, Brian Pioreck, Brian Richter, Sharon Marsh Roberts, Stiles M. Roberts II, Johanna Rothman, Bertrand Sallé, Brett Schuchert, Bill Seitz, John Suzuki, Daniel Starr, James Tierney, and Jerry Weinberg.

Whether you are a technical star adjusting to management responsibilities or an experienced leader looking for fresh perspectives, you will benefit from this intense dose of real-world wisdom drawn from so many managers’ best advice.

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Product Details

• Amazon Sales Rank: #1880071 in Books
• Published on: 2001-05
• Original language: English
• Number of items: 1
• Binding: Paperback
• 172 pages

Review
." . . chock full of practical advice on project management."

From the Publisher
Years of Project Management Expertise Captured from a Lively Web-based Dialogue.

From the Author
“Jerry Weinberg’s SHAPE forum is what I would call the Algonquin Round Table of systems development. For a period of years, Dorothy Parker, Alexander Woollcott, Heywood Broun, and Robert Benchley gathered for long lunches at the ‘round table’ in the Algonquin Hotel in New York City, and discussed every subject from politics to literature to society itself.

“Although we are not a bunch of Manhattan writers, we Shapers are familiar with the entire existing canon of systems development. (In fact, we wrote some of it.) Hanging about on SHAPE are writers who collectively have a couple thousand years of system building experience.

“What we’ve done -- Marie and Jerry and I -- is take part of two years’ worth of our own group’s discussions, and shaped the threads into a series of books. The shaping process was mainly a matter of organization, because the content is what people posted in their own words. It couldn’t really be any other way. How could a few of us duplicate or even represent two millennia of refined experience? We didn’t try.”

-- James Bullock, coeditor

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Customer Reviews

Every Project Tells a Story
Disclosure: I am the lead editor for this book as well as a contributor.

I re-read the Roundtable on Project Management just the other day. There was a project problem at my J - O - B, and something was nagging me . . . there's a solution to this, I know there is. Didn't somebody explain this to me once . . . Oh yeah, it's in the project book!

We wanted to create something to have on your desk to get a pointer or a nudge toward solving the problem of the moment. Having lived with the material for almost two years (not counting the forum time) it worked that way for me. Plus I got sucked right in and read the thing cover to cover, extracting three other little nuggets along the way. Pretty cool. Seems to work.

This book works as a wide-ranging, informal discussion of projects; pith-ful and pretty entertaining. It's not a project management manual - there are lots of those. But as a source of jiggles and complementary views it works. These days I give people aspiring to understand projects three books: Dwayne Phillips' _The Software Project Manager's Handbook . . ._ (which wasn't out when we had these discussions), _Software Engineering Project Management_ part of the outstanding series of tutorials from the IEEE, most edited by Richard Thayer, and _Roundtable on Project Management_. Between them, they form a balanced view, and an entry point into more developed information on any of the several approaches to projects.

Editing this book I learned that each project is a story that people live. And every project is made of the woven stories that individuals live. So the book models projects as well as describing them: it's a story made of woven voices. This book feels the way projects really feel. That's valuable, I think.

Editing _Roundtable_ finally started coming together when I re-read _Spoon River Anthology_ - also a bunch of independent stories, each part of a bigger tapestry. I'm no poet, and certainly not the master that Masters was. I did manage to recognize the model I was trying to emulate - I stole from the best. Successful projects are also made of woven voices, that form a whole. So the book models what project success looks like, too, I think.

If you're looking for "Tools and Techniques for Risk Management" or "MS-Project on steriods", or even "Collected Wisdom - A Project Manager's Guide" well, this is the wrong book. If you are looking for a source of nuggets for that nagging problem, and for a compelling story, one like the story you're living, well, this is very probably a good book for you.

And if I contributed to the quality of this book, it's mostly just what good project managers do: let the stories happen. I'll be a good project manager one more time and say that the four stars I gave this book belong to the voices in it - to the contributors. The one star missing is mine. I could only manage to get out of the way four stars worth.

Sound management advice from discussing disasters
SHAPE is an acronym for Software as a Human Activity Performed Effectively and is also the name of a web based discussion community devoted to issues in project management. The participants in the discussion are some of the leading figures in the area of the management of software projects and this book was constructed by selecting some of the more profound points made in the online debate.
What is most interesting about the discussion is that it deals with management situations rather than being restricted to software projects. The point I found the most useful is the description of serious failures that have occurred. Generally, when the problem begins, the decision makers are receiving accurate data that clearly indicates that a failure is imminent. However, it continues to progress and become critical because those receiving the data find it difficult or impossible to believe the data until it is too late. This is a very common occurrence in the software development world, as often everyone from the senior managers on down choose to ignore the warning signs that the project is moving towards failure. Even worse, anyone who breaks ranks to raise the issue is censured or even terminated. Finding a solution to this category of problem is probably the most difficult of all managerial problems to solve. Such a complex problem is not easily resolved, but the advice here will certainly help.
One other discussion that was of great interest is the one about the sinking of the Titanic. In fact, I learned some aspects of that most catastrophic of failures from the SHAPE discussion that I was not aware of, although some of the discussion is a bit unusual. It turns out that the limited lifeboat capacity was due to a redefinition of their purpose. Since the ship was unsinkable, the only possible use for the boats was to ferry passengers off in the event the engines were to quit. The most unusual point in the entire book was a dialog thread where the debate point was whether the attempt to avoid the iceberg was a mistake. It is argued that it would have been better to have rammed the iceberg, which would have severely damaged the ship, but not enough for it to sink. At first hearing it may appear absurd, but the point is a sound one. When catastrophe strikes, sometimes the best long term solution is to accept severe initial damage and survive rather than to attempt to avoid it with a more serious result. This is directly applicable to many software development projects, which always seem to be rudderless in a sea of potential disasters.
The dialog in this book sometimes seems disjointed as a consequence of having been gleaned from many pages of online discussion, where the feedback is all dialog based. However, that is not a serious problem, it just requires a little more concentration on the points, which is beneficial. The main points show you that it is possible to obtain software development strategies from unusual circumstances, even those that cost hundreds or thousands of lives.

I'm a contributor as well, but...
I have to say that I learned a great deal from the SHAPE forum, the discussion group from which these gems were selected.

As a volunteer contributor to this work, I received no compensation for my efforts, which is why I feel justified in offering a review here.

You can read how industry experts have handled difficult situations in project work:

- Getting Started - How Big is It? - Estimating - What will it Cost? - Planning for Success - Management Focus - Knowing a Project is in Trouble: Project Indicators - Knowing a Project is in Trouble: People Indicators - People and Project Change - Being a Cassandra - Dealing with Impending Disaster - Doing Something Different - Dignified Project Death - Project Lessons - Personal Lessons

My contributions, Sometimes It's Timing and Be Careful with Unsolicted Advice, tell my short stories that I wish I'd read about before they happened. Each contribution can be a learning (and laughing...and crying) experience for the reader.

Jerry, Marie, and James have done a great job of boiling down the stories and insights that were shared with the SHAPE group over several years.

This is a short work, but includes a great deal of free advice that's already been paid for.