Ebook Real Web Project Management: Case Studies and Best Practices from the Trenches, by Thomas J. Shelford, Gregory A. Remillard
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Real Web Project Management: Case Studies and Best Practices from the Trenches, by Thomas J. Shelford, Gregory A. Remillard
Ebook Real Web Project Management: Case Studies and Best Practices from the Trenches, by Thomas J. Shelford, Gregory A. Remillard
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This volume acts as a practical, advice-filled guide to the growing field of managing Web development projects, showing not just the generally accepted methodology, but also where and how that theory doesn't help in real-world situations. The CD-ROM includes project plan templates, model Websites, project checklists, consulting contracts and software vendor reviews.
- Sales Rank: #1510309 in Books
- Published on: 2002-11-04
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x .72" w x 7.25" l, 1.17 pounds
- Binding: Paperback
- 336 pages
From the Back Cover
The process of designing and building today's dynamic Web applications comes with a host of challenges not typically solved by traditional project management methodologies. A wealth of practical resources, Real Web Project Management: Case Studies and Best Practices from the Trenches is a book of solutions for designing, managing, and delivering virtually any type of Web-based project under even the most challenging of conditions.
Based on solutions implemented from actual, real-world scenarios, this practical book offers a complete road map for navigating every facet of a contemporary Web project. Filled with tips and techniques, it provides practices to implement and pitfalls to avoid to ensure success. Beginning by outlining the responsibilities of the project manager, this complete and comprehensive guide then covers team assembly and communication, project definition, change management, planning strategies, and workflow before moving on to the design, build, and delivery stages. The book's accessible format also provides immediate hands-on solutions for project managers seeking a quick answer to a particular problem.
Issues covered include:
- The Web project manager--definitions and responsibilities
- The project team--assembling and tips for effective collaborative communication
- The project--defining and planning, plus managing change in any type of environment
- The Workflow--processes and analysis
- The design and build phases--managing and quality control
- The delivery of a completed project
This book is packaged with a value-added CD-ROM, which includes complete project plan templates, model Web sites, project checklists, consulting contracts, software vendor reviews, and more. Additional resources and templates are available on the book's accompanying Web site at http://www.realwebprojects.com.
All of this makes Real Web Project Management an essential reference for the working project manager, or for those new to the field. It is the most comprehensive resource available for planning, managing, and executing successful Web-based applications.
0321112555B09172002
About the Author
Thomas J. Shelford is a partner in Project Calibrate™, a consulting group specializing in Web project management training (http://www.projectcalibrate.com). He began his Web-related career in 1996 as the founder of SeaState Internet Solutions, a freelance Web development shop.
Gregory A. Remillard has been a project manager on large-scale Web development projects for five years. He has managed projects for diverse companies such as Gruner & Jahr USA (Parents.com) and UrbanExpress.com (formerly UrbanFetch.com). Greg is a founding partner of Project Calibrate™ (http://www.projectcalibrate.com).
0321112555AB09172002
Excerpt. © Reprinted by permission. All rights reserved.
Like many of our fellow Web project managers, we came to the role, or rather the role came to us, suddenly and somewhat unexpectedly. Without really knowing it, we had been preparing for the role through our individual professional experiences for some time. We were familiar enough with the project lifecycle to be able to distinguish one end of a project from the other, but the more refined aspects of project management were as yet unknown when we assumed our new responsibilities. It was time to discover just what project managers actually are and what they actually do.
The search for knowledge began with Yahoo! At the time, our search turned up only a small handful of Web sites devoted to project management but nothing Web-specific. We did discover the Project Management Body of Knowledge® (PMBOK®) from the Project Management Institute (PMI). PMBOK, and other project management books, taught us basic, traditional project management processes and methods that had been used in other industries for years. We felt reassured with this newfound knowledge but at the same time a little uneasy because we still could find nothing specific on Web project management. "That's all right," we thought. "A project's a project--right?"
As we set out to mimic our colleagues in the more mature branches of software project management, a dark, uneasy feeling entered the pits of our stomachs at the kickoff meeting of every new project. Somehow, in spite of everything we had recently read about process and methodology, we knew we were going to end up doing the one thing we felt sure would betray the very premise of project management: wing it.
The disconnect between the correct process and what happens in real life has been a source of growing unease among Web project managers. For a time, many people explained away the problem by pointing to the inexperience of the industry. It was assumed that, once traditional software development processes and best practices were understood by immature Web professionals, the chaos would subside. Well, not quite. As we gained more experience, project by project, we discovered that the harder we tried to adhere to the use of traditional project management methods, the more frustrated we became, and the more chaotic the atmosphere seemed.
How do you hit a hard-and-fast completion date when the specifications for the project are changed and expanded daily by the very person who is mandating the completion date? In your project plan, how do you account for the time your star developer spends getting in the mood to work by shooting minibasketball free throws for a couple of hours, followed by a donut run, and then a few quick games of UNO with the graphic designer? This was our reality. Knowing when or how to implement overengineered or seemingly inapplicable project management techniques like "force field analysis" or "interrelationship digraphs"caused us to second guess our approach to the "science" of project management. We needed techniques and processes we could implement NOW that would garner us the greatest results in the shortest amount of time.
Because of the continued rapid growth of the Web, the constant changes to the technologies that support it, and the frenzied, media-driven expectations and mythologies that surround it, developing Web sites using only traditional project management methodologies adopted from other industries just was not enough to get the job done. Many traditional methodologies rely on the existence of a fixed scope and clear, measurable objectives. Web site design and development, however, is not like building a rocket or releasing an off-the-shelf software product. Web teams must collaborate in a continually unfolding creative process, which is often more of an art than a science.
Traditional methods will get you part way there. Basic process building blocks can be used with great success and should be. In this book, we demonstrate some of the basic methods as they relate to Web development. But we also demonstrate where traditional methods fail and discuss how the ability to improvise and think on your feet will serve you far better than a painstakingly constructed work breakdown structure or GANTT chart.
It all boils down to this: There is no accepted, proven, documented, or foolproof process for developing Web sites or Web applications. You use what works, and what works you glean from experience. We certainly don't think we have a patentable method, but we do have a lot of experience; and we know what has worked for us and our peers in the industry.
Our ApproachIn writing this book, the goal was to spare the new project manager the pain of learning project management theories, processes, and terminology that would cause only confusion and frustration when they were applied to the Web development arena. We wanted to chronicle our experience and describe the methods and processes that have worked by showing them at work in real-world situations.
From the moment we embarked on this project, we decided that the best approach to recounting experiences was to be as lighthearted as possible without undermining the point of the lessons. We are the first to admit that project management for the Web, or any industry for that matter, is a pretty dry topic. We hope that a little humor mixed into the content will keep the material engaging. One thing we've learned from our experiences as project managers is that you must maintain a sense of humor--without it you will lose the ability to lead effectively, and your life at work will be tedious. By the same token, why should reading a book about your profession be tedious? Simple answer: It shouldn't.
The Use of Case Studies and InterviewsWhat's the use of a lot of theoretical mumbo jumbo without some illustrative material to prove or disprove the theory? In our early search for project management knowledge, we read many books that were long on theory but short on examples of real-life application. We wanted to see an example of a "force field analysis" in action. More to the point, we wanted to see an example of a "force field analysis" in action on a Web project in full meltdown mode with only two days to go before launch. While working our way through project after project, we discovered traditional methodologies that worked and many that did not. We found other methodologies and techniques that could be tweaked to fit into the Web environment. After a couple of years, it dawned on us that the hundreds of e-mail threads, scope documents, and project plans we had drafted contained our own project management body of knowledge. The basis for this body of knowledge was experience: the real-life projects we had managed.
As we interviewed colleagues and peers in the Web development industry for this book, we were provided with more case studies and stories that could be used to illustrate project management methods. We found that the experiences that resonated the most with colleagues were not the huge successes but the dismal failures. To be truly helpful and instructive, we have chosen to publish case studies and interviews that illustrate things that can and often do go wrong during a Web development project. In order to avoid any legal difficulties from sensitive corporations and their attorneys, we have fictionalized the stories recounted here and changed the names to protect the not-so-innocent. But be assured: The stories herein are all based on real-life events; we couldn't have made up some of this stuff if we tried.
Who Should Read This BookThis book was written for people who are new to the project manager role in the Web development industry. Real Web Project Management will provide those of you who come to the role from more specialized expertise, such as programming or design, with an introduction to the world of Web development from a manager's or generalist's perspective. We also hope the book will provide a resource for fresh ideas and inspiration to veteran Web project managers who may recognize themselves in some of the case studies and situations described in the book.
Through frontline experience and during the many interviews conducted for this book, it became crystal clear that the role of the project manager in the Web development industry has come to be considered indispensable. This is true for both interactive agencies and internal Web development or IT departments. Web project management has become a crucial success factor for a huge variety of organizations. Having worked with many unfortunate companies that lack solid project management practices, we believe that reading this book will be worth your time. Please enjoy it, and send any feedback to feedback@realwebprojects.com.
0321112555P10042002
Most helpful customer reviews
14 of 14 people found the following review helpful.
A good one
By A Customer
I've read a couple of other books on the subject, and though they were all excellent judged on their own merits, Shelford and Remillard's book stands out in at least three ways:
First, the emphasis placed on the practical aspects of web project management is invaluable. They just don't talk about what should be done, but also show how to do it. For instance, one knows that in order to be an effective project manager, s/he has to get along with all the players on the team. That's common sense, but what really helps is tips on how it should be done, as the authors do. In the quality assurance section, the importance of bug tracking is mentioned. Then they go on to talk about how to track the different bugs, the tools to use, information to keep etc.
Second, as someone before me has already mentioned, the case-studies in the book are really helpful. They give insight into how web projects are handled in the real world, ie corporations and smaller companies. If you're going to be working as a web PM, it certainly helps to know about the experiences others have had. In one example, the situation of an indepedent consultant is described - he has to deal with three or four different, non-complying, business units within the same company to simply obtain a copy of the the marketing email distribution list needed for the project. If you find yourself having to deal with problematic clients, you'll have a head start on how to handle the situation. We as readers can benefit from years of acumen developed and distilled by other project managers by simply reading the case-studies.
Thirdly, the templates and other documents provided in the CD are a good starting point for your own projects. You can put them to use immediately with minor modifications. Samples for various mock projects are provided, so you know what kind of information to collect.
All in all, a good book.
8 of 8 people found the following review helpful.
Very Helpful
By SueNeu
I'm working with a design studio that is now offering web services to its clients. This book has been very helpful, giving us a look at web projects and procedures.
It is skewed to larger projects than we will likely be involved in.
The best parts of the book are the descriptions of real projects and real problems.
Humor helps the message get through: that these kinds of projects frequently change, new problems crop up, people don't always react the way you'd expect and that it's all part of the job.
8 of 8 people found the following review helpful.
EXCELLENT! A++!
By A Customer
This book is excellent!
I run a web site design, hosting, and web application development company and use this book as a reference tool when questions or situations pop up. It packs great information into each chapter and has real-world case studies at the end of each chapter (that most project managers can relate to).
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