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Preface | |
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Introduction | |
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Death March Defined | |
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Categories of Death March Projects | |
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Why Do Death March Projects Happen? | |
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Politics, politics, politics | |
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Naive promises made by marketing, senior executives, naive project managers, and so on | |
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Naive optimism of youth: "We can do it over the weekend" | |
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The "startup" mentality of fledgling entrepreneurial companies | |
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The "Marine Corps" mentality: Real programmers don't need sleep | |
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Intense competition caused by globalization of markets | |
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Intense competition caused by the appearance of new technologies | |
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Intense pressure caused by unexpected government regulations | |
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Unexpected and/or unplanned crises | |
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Why Do People Participate in Death March Projects? | |
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The risks are high, but so are the rewards | |
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The "Mt. Everest" syndrome | |
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The naivete and optimism of youth | |
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The alternative is unemployment | |
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It's required in order to be considered for future advancement | |
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The alternative is bankruptcy or some other calamity | |
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It's an opportunity to escape the "normal" bureaucracy | |
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Revenge | |
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Summary | |
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Notes | |
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Politics | |
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Identifying the Political Players in the Project | |
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Owner | |
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Customers | |
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Shareholders | |
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Stakeholders | |
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Champions | |
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Determining the Basic Nature of the Project | |
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Levels of Commitment By Project Participants | |
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Analyzing Key Issues that Lead to Political Disagreements | |
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Conclusion | |
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Notes | |
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Negotiations | |
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Rational Negotiations | |
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Identifying Acceptable Tradeoffs | |
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Negotiating Games | |
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Negotiating Strategies | |
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What To Do When Negotiating Fails | |
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Notes | |
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References | |
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People in Death March Projects | |
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Hiring and Staffing Issues | |
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Loyalty, Commitment, Motivation, and Rewards | |
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Rewarding Project Team Members | |
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The Issue of Overtime | |
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The Importance of Communication | |
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Team-Building Issues | |
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Workplace Conditions for Death March Project | |
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Summary | |
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Notes | |
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References | |
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Death March Processes | |
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The Concept OF Triage | |
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The Importance OF Requirements Management | |
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SEI, ISO-9000 and Formal Versus Informal Processes | |
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Good-Enough Software | |
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Best Practices and Worst Practices | |
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Death March Meets XP | |
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Conclusion | |
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Notes | |
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References | |
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The Dynamics of Processes | |
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Models of Software Development Processes | |
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Mental Models | |
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Spreadsheet Models | |
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Static Versus Dynamic Models | |
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Visual Models | |
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An Example: Tarek Abdel-Hamid's Software Process Model | |
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Summary and Conclusions | |
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Notes | |
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References | |
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Critical-Chain Scheduling and the Theory of Constraints | |
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Introduction | |
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What Organizational Behaviors are Dysfunctional? | |
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How Can We Change Dysfunctional Organizational Behavior? | |
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Life in a Rational World | |
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Critical-Chain Scheduling | |
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Conclusion | |
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Notes | |
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References | |
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Time Management | |
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The Impact of Corporate Culture On Time Management | |
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Time Slippage From Stakeholder Disagreements | |
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Helping the Project Team Make Better Use of Time | |
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Notes | |
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Managing and Controlling Progress | |
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The "Daily Build" Concept | |
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Risk Management | |
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Additional Ideas for Monitoring Progress: Milestone Reviews | |
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Notes | |
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References | |
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Death March Tools and Technology | |
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The Minimal Toolset | |
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Tools and Process | |
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Risks of Choosing New Tools | |
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Conclusion | |
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Notes | |
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References | |
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Simulators and "War Games" | |
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Introduction | |
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The Concept of War Games | |
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Conclusion | |
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Notes | |
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References | |
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Index | |