97 Things Every Project Manager Should Know

Index 223

talent versus skill, 14–15
tasks
keeping team members motivated,
52–53
sequencing, 7
teaching the process, 160–161
team building, 96–97
team members, 142–143
aligning, 104
international, 106–107
morale, 118–119, 166–167
serving the team, 122–123
teamwork, 120–121
technical debt, 12–13
Teixeira de Melo, Fabio
biography, 214
Don’t Worship a Methodology, 88–89
Every Project Manager Is a Contract
Administrator, 156–157
time off, 38–39
time to focus, 40–41
tools, 18–19, 27
software, purchasing, 150–151
Torres, Luis E.
biography, 214
Start with the End in Mind, 132–133
tracking time against separate issues,
22–23
triple constraint, 98–99
Tucker, Harry
biography, 214
To Thine Own Self Be True, 74–75

U
under-promising, 154–155
Unger, Lorin
biography, 215
Project Management Is Problem
Management, 42–43
urgency, 158–159
users, involving, 2–3

v
vacations, 38–39
Valle, Angelo
biography, 215
Developers Unite—PMOs Are
Advancing, 56–57
value, business, 36–37
value of planning, 170–171

Varella, Lelio

A Project Depends on Teamwork,

120–121

biography, 215

velocity, 26, 110

earned value, 146–147

W

Waggoner, Paul

biography, 216

The Holy Trinity of Project

Management, 98–99

The Missing Link, 52–53

websites, annoying, 194–195

whack-a-mole development, 4–5

Wible, Adrian

biography, 216

It’s the People, Stupid, 142–143

Use a Wiki, 50–51

wikis, 50–51

Wood, David

biography, 216

Clever Code Is Hard to Maintain,

46–47

The 60/60 Rule, 68–69

The Fallacy of Perfect Execution,

84–85

The Fallacy of Perfect Knowledge,

94–95

The Fallacy of the Big Round Ball,

124–125

The Web Points the Way, for Now,

182–183

work breakdown structure, 140–141

working together, 188–189

worshipping methodologies, 88–89

z

Zenevitch, Joe

biography, 217

Don’t Skip Vacations for the Project,

38–39

Should You Under-Promise, or Over-

Deliver?, 154–155

The Best Estimators: Those Who Do

the Work, 136–137