The New One-Page Project Manager: Communicate and Manage Any by Clark A. Campbell, Mick Campbell

By Clark A. Campbell, Mick Campbell

How to control any undertaking on only one piece of paper

The New One-Page undertaking Manager demonstrates the way to successfully and successfully converse crucial parts of a project's prestige. The arms of a pocket watch show the time of day with out following each spring, cog, and circulation in the back of the face. equally, an OPPM template reduces any project—no subject how huge or complicated—to an easy one-page rfile, ideal for speaking to higher administration and different undertaking stakeholders. Now in its moment variation, this useful advisor, at present saving effort and time in hundreds of thousands of enterprises world wide, has itself been simplified, then sophisticated and prolonged to incorporate the leading edge AgileOPPM™.

• This Second Edition will comprise new fabric and updates together with an advent of the ground-breaking AgileOPPM™ and an outline of MyOPPM™ template builder, to be had on-line
• contains references through the e-book to the affiliated sections within the undertaking administration physique of information (PMBOK)
• exhibits templates for the undertaking administration workplace (PMO)

This new and up-to-date Second Edition can assist you grasp the one-page method of either conventional venture administration and Agile undertaking administration.

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Additional info for The New One-Page Project Manager: Communicate and Manage Any Project With a Single Sheet of Paper (2nd Edition)

Example text

I did warn you, of course, that you should look for a balance point. ) At work here is a common style of cover-your-behind: “A1-does-not-mean-A2”, where A2 is hardly distinguishable from A1. For example, A1 is “deciding as late as possible” and A2 is “procrastination”. If there is a difference, it is subtle. ) The agile cover-your-behind device is not specific to the Poppendiecks or to the Lean method. We will encounter examples from many other sources, such as this gem: “although project development teams are on their own, they are not uncontrolled ”.

This is a valid concern, and yields the first meaningful lesson from this text: Do not let the written form of a requirement element impress you into believing that everything has been clearly defined. Written implies neither precise nor correct. . Useful as it is, this observation describes a problem, not a solution. The solution, if one exists, is certainly not to switch to the spoken word. The second lesson is that communication is hard. All right, you knew that before reading Cohn’s text or the present discussion, but communication is a particular challenge for software development.

An example is the balance point (in Poppendieck terms) between the agile rule of producing a running system at every step, and the software engineering benefit of building infrastructure even without immediately user-visible results. It does not help much to state blandly that both viewpoints may have a value depending on the circumstances. The discussion of this issue will present a concrete policy, “Dual Devel- → “Dual Development”, page 74. opment”, combining them in a precisely specified way.

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