Schwaber, Ken.
Agile Project Management with Scrum.
Redmond: Microsoft Press, 2004.
The rules and practices of Scrum, a simple process for managing complex projects, are few,
straightforward, and easy to learn. But Scrum's simplicity and lack of prescription can be disarming;
new practitioners often find themselves reverting to old project management habits
and tools and yielding lesser results.
Berkun, Scott.
The Art of Project Management.
Sebastopol: O'Reilly, 2005.
In The Art of Project Management, you'll learn how to plan, manage, and lead projects
from a veteran manager of software and web development. This personal account of hard
lessons learned over a decade of work in the industry distills complex concepts and
challenges into practical nuggets of useful advice.
Project Management Institute.
A Guide to the Project Management Body of Knowledge: PMBOK Guide - 3rd Edition.
Pennsylvania: Project Management Institute, 2004.
This reference guide has been adopted by the American National Standards Institute
(ANSI) as the standard for the exploding field of Project Management. This edition updates
and expands the knowledge base and practices applicable to most projects most of the time.
It serves both career professionals in project management, as well as managers of all
types who need these tools to manage the proliferation of project teams in the global
workplace.
Augustine, Sanjiv.
Managing Agile Projects.
New York: Prentice Hall Professional Technical Reference, 2005.
Agile methods promise to infuse development with unprecedented flexibility, speed, and value - and these promises are attracting IT organizations
worldwide. However, agile methods often fail to clearly define the manager's role, and many managers have been reluctant to buy in. Now, expert project
manager Sanjiv Augustine introduces a proven management framework that addresses everything from team building to project control.
Brooks, Frederick P.
The Mythical Man-Month: Essays on Software Engineering.
Reading: Addison-Wesley Publishing Company, 1995.
No book on software project management has been so influential and so timeless as
The Mythical Man-Month. Now 20 years after the publication of his book, Brooks
revisits his original ideas and develops new thoughts and advice both for readers
familiar with his work and for readers discovering it for the first time.
Demarco, Tom and Lister, Timothy.
Peopleware: Productive Projects and Teams.
New York: Dorset House, 1999.
A project management best-seller — now updated and expanded. Two of the computer
industry's most popular authors and lecturers return with a new edition of the software
management book that started a revolution. With humour and wisdom drawn from years of
management and consulting experience, DeMarco and Lister demonstrate that the major
issues of software development are human, not technical — and that managers ignore
them at their peril.
Cantor, Murray.
Object-Oriented Project Management with UML. New York: John Wiley & Sons, 1998.
The first book to discuss managing object-oriented software projects using UML. Expert
teacher Murray Cantor provides explicit guidance for estimating, setting, and tracking
the schedule and budget for projects. Also draws on fascinating "war stories" from real
object-oriented projects, revealing what worked and what didn't.
Gray, Clifford F. and Larson, Erik W.
Project Management: The Managerial Process.
New York: McGraw-Hill/Irwin, 2003.
Project Management is a text with cases, and it is suitable for a course in project
management and for professionals who seek a project management handbook. This text
addresses the major questions and issues the authors have encountered while teaching
and consulting with practicing project managers domestically and abroad.
Kerth, Norman L.
Project Retrospectives: A Handbook for Team Reviews.
New York: Dorset House Publishing, 2001.
Kerth, a consultant to software organizations, guides facilitators and participants
through the process of the project retrospective using scenarios and detailed,
cartoon-illustrated instructions. The retrospective is a formal method for preserving the
lessons learned from the successes and failures of projects. Kerth shows how to conduct
one in an atmosphere of mutual trust and without the fear of retribution. The goal is for
the lessons and changes identified by the community to foster stronger teams and savings
on subsequent efforts.
Kerzner, Harold.
Strategic Planning for Project Management Using a Project Management Maturity Model.
New York: John Wiley & Sons, 2001.
Well-respected firms have used project management successfully to increase market share,
quality of final products, and ultimately improve customer service. Others are just now
integrating project management as a strategic tool for competitive advantage. As a result,
Harold Kerzner, one of the best-known and respected authorities on project management, has
developed the Project Management Maturity Model (PMMM) to help organisations integrate and
measure project management success.
Schneider, Geri and Winters, Jason P.
Applying Use Cases.
Reading: Addison-Wesley Publishing Company, 1998.
Many projects struggle to define what the software is supposed to do, and endusers often
find that the final product does not do what they expect. Use cases allow analysts to
identify the required features of a software system based on how each enduser will use
the system. This efficient and straightforward analysis process gives endusers direct
input into the design of the system that will serve them.
Conallen, Jim.
Building Web Applications with UML.
Reading: Addison-Wesley Publishing Company, 1999.
This thoroughly revised Second Edition has been updated to reflect the latest techniques
and issues surrounding the development of software and systems for the Web. Robust,
scalable, and feature-rich Web applications are attainable. Using the industry standard
Unified Modeling Language (UML) for designs allows Web application developers to easily
integrate them with other systems modeled in UML.
McConnell, Steve.
Code Complete: A Practical Handbook of Software Construction.
Redmond: Microsoft Press, 1993.
This runaway bestseller is a practical guide to software design that discusses the art
and science of constructing software. Examples are provided in C, PascalTM, Basic,
FORTRAN, and Ada, but the focus is on successful programming techniques.
Gamma, Erich and Helm, Richard and Johnson, Ralph and Vlissides, John.
Design Patterns: Elements of Reusable Object-oriented Software.
Reading: Addison-Wesley Publishing Company, 1995.
Four top-notch authors present the first book containing a catalog of object-oriented
design patterns. Readers can learn how to use design patterns in the object-oriented
development process, solve specific design problems using patterns, and gain a common
vocabulary for object-oriented design.
Gilbert, Denis and McCarthy, Jim.
Dynamics of Software Development.
Redmond: Microsoft Press, 1995.
The author has distilled a veteran's knowledge into 54 memorable, pragmatic maxims —
short essays on defining, building, shipping, and marketing software successfully, along
with thoughts on software aesthetics and familiar software development phenomena —
burn-out, internecine quarrels, being lost in software, the software dream and successful
awakenings, and the self-critical customer.
Beck, Kent.
Extreme Programming Explained: Embrace Change.
Reading: Addison-Wesley Publishing Company, 1999.
Beck wants to encourage readers to re-examine their preconceptions of how software
development ought to occur. He does just that in this overview of Extreme Programming, a
controversial approach to software development which challenges the notion that the cost
of changing a piece of software must rise dramatically over the course of time. This
book covers the basics of XP, including the integration of testing throughout the whole
system.
Whitaker, Ken.
Managing Software Maniacs: Finding, Managing, and Rewarding a Winning Development Team.
New York: John Wiley & Sons, 1994.
Using a humorous yet practical style, it offers excellent advice on every aspect of
programmer management. Topics range from finding software developers, rewarding them and
building an effective team.
Robertson, James and Robertson, Suzanne.
Mastering the Requirements Process.
Reading: Addison-Wesley Publishing Company, 1999.
It is widely recognized that incorrect requirements account for up to 60% of errors in
software products, and yet the majority of software development organizations do not have
a formal requirements process. This is a book for those who want to get the right
requirements. Mastering the Requirements Process sets out an industry-tested process for
gathering and verifying requirements.
McBreen, Pete.
Questioning Extreme Programming.
Reading: Addison-Wesley Publishing Company, 2002.
Ever since Extreme Programming burst on to the application development scene in 1998, it
has been a lightning rod for controversy. In Questioning Extreme Programming, author
McBreen puts this agile approach to application development under the microscope, and
closely examines both sides of this heated debate.
McConnell, Steve.
Rapid Development: Taming Wild Software Schedules.
Redmond: Microsoft Press, 1996.
If you wrestle with development milestones and deadlines, this book can show you the
tested strategies and tactics you need to keep your projects on time and on budget.
Kruchten, Philippe.
The Rational Unified Process.
Reading: Addison-Wesley Publishing Company, 1998.
Kniberg, Henrik.
Scrum and XP from the Trenches.
New York: C4Media, 2007.
This book aims to give you a head start by providing a detailed down-to-earth account of how one Swedish company implemented Scrum and XP with a
team of approximately 40 people and how they continuously improved their process over a year's time. Under the leadership of Henrik Kniberg they
experimented with different team sizes, different sprint lengths, different ways of defining "done", different formats for product backlogs and sprint
backlogs, different testing strategies, different ways of doing demos, different ways of synchronizing multiple Scrum teams, etc. They also experimented with
XP practices - different ways of doing continuous build, pair programming, test driven development, etc, and how to combine this with Scrum.
Boehm, Barry W.
Software Engineering Economics.
New Jersey: Prentice Hall PTR, 1981.
Software Engineering Economics is an invaluable guide to determining software costs,
applying the fundamental concepts of microeconomics to software engineering, and
utilizing economic analysis in software engineering decision making.
McConnell, Steve.
Software Project Survival Guide: How to Be Sure Your First Important Project Isn't Your Last.
Redmond: Microsoft Press, 1997.
This is the field guide for everyone involved in software development — especially those
without formal management training. Acclaimed expert Steve McConnell maps out a proven
approach to project management that you can learn and use successfully right away.
Booch, Grady and Jacobson, Ivar and Rumbaugh, James.
The Unified Modeling Language Reference Manual.
Reading: Addison-Wesley Publishing Company, 1998.
The Unified Modeling Language (UML) has rapidly become the standard notation for modeling
software-intensive systems. This book provides the definitive description of UML from its
original developers — James Rumbaugh, Ivar Jacobson, and Grady Booch.
Rosenberg, Doug and Scott, Kendall.
Use Case Driven Object Modeling with UML.
Reading: Addison-Wesley Publishing Company, 1999.
This compact book helps application developers bridge the gap between the theory of the
newly created Unified Software Development Process and the practical realities necessary
to design and build a software system. The authors present the key ingredients of the
Unified Process and demonstrate how the process was conceived to work with UML,
emphasizing the application of Use Cases as a primary design tool.
Not-for-profit Management
Beer, Stafford.
Beyond Dispute: The Invention of Team Syntegrity.
New York: John Wiley & Sons, 1994.
This book provides managers and their advisors with a new planning method that captures
the native genius of the organisation in a non-political and non-hierarchical way. The book
includes an enquiry into Beer's theory of recursive consciousness, based on this planning
method, that is relevant to both neurocybernetics and the social system sciences.
Ciancutti, Arky and Steding, Thomas L.
Built on Trust.
Chicago: McGraw-Hill Trade, 2000.
Long before "values" and "character" became the dominant themes in presidential politics,
a handful of project leaders discovered that ultimate success or failure was largely
determined by the way they treated their stakeholders. In Built on Trust, Silicon Valley
consultants Arthur Ciancutti and Thomas Steding contend that conscious creation of a true
values-based enterprise — stemming directly from an open and honest environment of
mutual trust — will produce the kind of effective and enduring organisations that
popular "management programs du jour" never could.
Oestreich, Daniel K. and Ryan, Kathleen D.
Driving Fear Out of the Workplace: Creating the High-Trust, High-Performance Organization.
San Francisco: Jossey-Bass, 1998.
Much has changed since Driving Fear Out of the Workplace first made the undiscussable
discussable back in 1991. Advances in technology, new employee/employer relations, and
the push to optimize intellectual capital have introduced a host of new workplace anxieties
that, left unaddressed, can seriously inhibit individual performance and cripple an
organisation's ability to operate.
Lencioni, Patrick.
The Five Temptations of a CEO: A Leadership Fable.
San Francisco: Jossey-Bass, 1998.
Absorbing, compelling, and utterly memorable, The Five Temptations of a CEO is like no
other business book that's come before. Author Patrick Lencioni — noted screenplay
writer and sought-after executive coach — deftly tells the tale of a young CEO who,
facing his first annual board review, knows he is failing, but doesn't know why.
Lencioni, Patrick.
The Five Dysfunctions of a Team: A Leadership Fable.
San Francisco: Jossey-Bass, 2002.
Lencioni's riveting tale serves as a timeless reminder that leadership requires as much
courage as it does insight. Throughout the story, Lencioni reveals the five dysfunctions
that go to the very heart of why teams — even the best ones — often struggle. He
outlines a powerful model and actionable steps that can be used to overcome these common
hurdles and build a cohesive, effective team.
Allen, David.
Getting Things Done.
New York: Penguin, 2003.
The key to Getting Things Done? Relaxation. Allen's premise is simple: our ability to
be productive is directly proportional to our ability to relax. Only when our minds are
clear and our thoughts are organised can we achieve stress-free productivity.
Patton, Bruce and Fisher, Roger and Ury, William.
Getting to Yes: Negotiating Agreement Without Giving In.
New York: Penguin Books, 1991.
In this new edition, two negotiation experts from Harvard offer a universally applicable
method for negotiating personal and professional disputes without getting taken —
and without getting nasty. Concise, step-by-step, proven strategies aid the reader in
coming to mutually acceptable agreements in any type of conflict.
Boyatzis, Richard E. and McKee, Annie and Goleman, Daniel.
Primal Leadership.
Boston: Harvard Business School Press, 2002.
In this work on leadership, several experts on Emotional Intelligence (EI), including
Daniel Goleman, who popularized the term through his best selling book, explain how a
leader's enthusiasm can "resonate" through an organisation. They offer ways to develop EI
competencies through several leadership styles.
Surowiecki, James.
The Wisdom of Crowds.
London: Abacus, 2004.
This book supports a lot of what I believe about working with teams to reach collective
decisions — groups of people with diverse perspectives make smarter decisions
when their individual opinions are processed through some kind of aggregation
mechanism. Which is what I believe project management is — an aggregation
mechanism that takes the individual ideas of team members and produces collective
intelligence.
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