Preface
You’ve been bombarded with a ton of techniques, practices, and unsolicited pieces of advice about how to manage projects. All of them are saying “Look at me, I’m right.”
Well, many of them are right—under certain conditions. Since each project is unique, you will need to evaluate your context (the project, the project team, and the business in which you’re working) and then make pragmatic choices about what will work and what won’t.
Every day your projects become faster-paced, your customers grow more impatient, and there is less and less tolerance for products that don’t work. What worked before might have been good enough to get you here, but the chances that it will work in the future are not good. You must take advantage of all ...
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