October 2011
Intermediate to advanced
816 pages
23h 9m
English
Content preview from Effective Project Management: Traditional, Agile, Extreme, Sixth Edition
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Discussion Questions
- Suppose two projects have the same expected business value. Project A has a very high estimated business value along with a high probability of failure. Project B has a much lower estimated business value along with a low probability of failure. If you could do only one of the projects, which one would you choose and under what conditions?
- Planning APM, xPM, and MPx projects is done just-in-time, rather than at the beginning of the project as in TPM projects. How would you defend the statement that TPM projects take longer than any other project in the landscape?
- How might your approach to risk management change as you move from the less risky TPM projects to the riskier APM, xPM, and MPx projects?
- What might you do to increase meaningful client involvement?
- Change is the bane of the TPM project manager and is a necessity for the APM project manager. Is the client likely to be confused about the role of change, and what would you do to mitigate that confusion?
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
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I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.