After reading <i>Waltzing with Bears</i> I really think that any discussion of Project Management that doesn't focus on risk management at all is incomplete. It's important to make an honest list of all the risks to your projects and the estimated probability of each of those occurring, identify what will be the indicator that a risk is materializing, and have a plan of action for preventing or mitigating each risk. The project schedule <i>must</i> build risk factors into the calculation.
I liked this write up on the overalls of being a project manager very much.<p>First of all, it was written in a not boring tone, and it also conveyed at least one point that gave me an "AHA" namely "you are just the PM".<p>The impression I am left with is that this is first of all written by someone who knows what they are doing, that are also capable of writing in such a way that grasps the attention of their audience (me).<p>I am going to read all the chapters, I am sure there are nuggets in there.<p>Thanks for sharing.
A lot of this is just long-winded and self-contradictory. It's not all wrong, but I'd simplify it down to the agile manifesto. [1] If you understand and internalize the actual principles of the agile manifesto, everything useful in this article becomes clear.<p>This article does get it more right than most.<p>[1] <a href="http://agilemanifesto.org/" rel="nofollow">http://agilemanifesto.org/</a>
Can't stand list managers. Give me mature developers, architects, product managers, and jira. If someone wants to help take notes, that's fine. But dont confuse that with leadership.
This article is about project management. It also utilizes the abbreviation PM, which in tech, also means Product Manager. Some thoughts:
- PM is more likely to mean Product Manager than Project Manager
- But Project Manager != Product Manager
- They are two very different roles.
- Please don't confuse the two (not saying the article confused them, but it is a common point of confusion).
- Project Management is about tasks, good Product Management is about leadership / product sense. Project Management is typically a small part of Product Management. But many Product Managers may not be Project Managers. Project Management can also be part of Engineering, and when that is the case, they might work with Product Managers, but they, themselves would not be Product Managers.