Project Management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives.
#28600
Tactical Management of Agile Development: Achieving Competitive Advantage 
This whitepaper provides an Agile development overview full of techniques, best practices and educational materials.
Leffingwell, Dean. Rally Software Development (2007). Articles>Project Management>Agile
#10334
Taking a Cue from the Health Professions: Applying the Logical Framework to Strategic Planning 
Strategic planning is asking business-defining questions, finding answers that reflect the company's priorities, and then turning answers into activities. A tool for planning commonly used in public health intervention programs is a matrix called the logical framework; it has been modified here for use in strategic planning. The logical framework is a practical means of defining and appraising the relationships between activities and results.
Thivierge, Bethany. Technical Communication Online (1997). Articles>Management>Project Management>Biomedical
#20352
The Tale of Three Project Managers
Three humorous stories that illuminate common project management problems.
Roberts, Mike Harding. Freeserve. Humor>Workplace>Project Management
#28603
A Tale of Two Technical Writing Teams
Sometimes considered an afterthought in the product development lifecycle, technical writers often struggle to become part of a performing Agile team.
Broderick, Stacia. Rally Software Development (2007). Articles>Project Management>Agile>Technical Writing
#29415
Teamwork and the Product Documentation Process
Get to know your new teammates. Get to know your audience. Define the product's features. Create a mockup of the user interface. Begin to document the features and interface.
Hart, Geoffrey J.S. Geoff-Hart.com (1997). Articles>Documentation>Project Management>Collaboration
#26500
here are advantages to being a bad development manager. For one thing, you don’t stand out from the crowd; most development managers are pretty bad. For another thing, bad development managers have a knack for getting promoted in the face of all evidence to the contrary. With mediocrity as the norm, bad development managers have an edge: nobody expects much of them. Perhaps best of all, bad development managers don’t have to do a lot of original thinking. This article identifies the 10 most common things that bad development managers know in their bones. If you follow all 10 of these rules, you’ll be able to hold your head up as the baddest of the bad.
Hedtke, John. IEEE PCS (2005). Articles>Project Management>Documentation
#31507
Ten Tips for Managing a Successful Web Redesign
Processes evolve. Over time and several redesigns, a few points screamed to be kept in mind: communicate with the client, be scalable, plan to plan, test your assumptions, analyze your current site, and so on. We ran these mini-philosophies by industry leaders and newbies alike. The result? Our collection of things to think about evolved into—drum roll, please—10 EXPERT TIPS TO A SUCCESSFUL REDESIGN. Redesign is happening. Address the need. And stay on track while you do it.
Goto, Kelly and Emily Cotler. Communication World Bulletin (2004). Design>Web Design>Redesign>Project Management
#26073
The best designs and the best intentions won't always lead you to success, because the problem goes beyond your product and beyond your design or development process. Building better, more innovative, and more profitable products requires organizational change on a deep and difficult level.
Goodwin, Kim. Cooper Interaction Design (2005). Design>Project Management
#32053
Ten Ways to Speed Up Website Building
As a freelance web developer, time is money. I use many different tricks to increase my productivity and these are my top selections for saving time.
#24426
A Ten-Step Program for Successful Object-Oriented Projects 
Object-oriented software development brings with it new challenges for everyone involved, including the project's documentation team. By taking certain steps be fore, during, and after an OO project, writers-and the programmers they work with-can help to guard against the pitfalls that can be a part of OO development.
Berry, Robert R., Karen L. Mobley and Kathryn L. Turk. STC Proceedings (1995). Careers>Project Management
#28410
The single most difficult and important skill for a web designer is: Remembering what you're doing. It is incredibly easy to get bogged down on the surface level of design, pushing boxes and buttons this way and that around the page until it appears to have perfect visual balance. This is: A Complete Waste of Time. Before looking at how to design on screen, let's consider how to think like a successful designer. To be most successful, you've got to know what you're trying to achieve, and take the most direct path to achieve it.
Hunt, Ben. Web Design From Scratch (2006). Design>Web Design>Project Management
#23991
We continue to see companies falling into the same product development traps, to the detriment of their products, their customers, and their business.
Greenwood, Wayne. Cooper Interaction Design (2001). Design>Project Management
#24814
Tips and Tricks for Successful Project Management
Project management is part science, part art. This presentation provides both perspective on techniques for successful project management and specific, practical tips on how to plan and manage documentation and training projects.
Natchez, Meryl. STC Proceedings (1996). Articles>Project Management
#30179
Tools and Models for Managing Project
Project management is as much art as science. But even artists follow recognized approaches to creating their work, and they rely on practical tools to do so. Three elements of project management--regardless ofproject size or scope--will determine success: creative estimating; project planning; and effective tracking. These three elements don't need to be complex, and they don't need to be time consuming. Building a standard approach and simple, reusable tools can streamline the project management process with minimal overhead while assuring the necessary control.
Bierbower, James G. and Kate Hayden. STC Proceedings (1997). Articles>Project Management>Methods
#28560
Top Ten Mistakes in Content Management Implementation
Implementing and working with a CMS can be a challenge. The author provides some common reasons why CM implementations fail so you can try to avoid such mistakes.
Bailie, Rahel Anne. Intercom (2007). Articles>Content Management>Project Management
#29946
Top Ten Tips for a Successful Content Management Proof-of-Concept
Are you looking to buy a single-source content management system and want to take it for a test drive? Great idea! Choose your favorite system and do a proof-of-concept. Here are ten tips to prepare for a proof-of-concept and ensure its success.
Mescan, Suzanne. Content Wrangler, The (2007). Articles>Content Management>Project Management
#28938
Transitioning from User Experience to Product Management: Part 1
Is there a smart and graceful way to transition into a product manager role? Chris Baum and Jeff Lash talk about the differences between product management and design and increasing your influence.
Lash, Jeff and Chris Baum. Boxes and Arrows (2007). Design>User Experience>Project Management
#28939
Transitioning from User Experience to Product Management: Part 2
What will you need to leave behind to enter the wine-and-roses world of Product Management? In Part 2 of this series, Jeff Lash and Chris Baum give us a preview of what's in store for your new role and give us tips on how to prepare.
Lash, Jeff and Chris Baum. Boxes and Arrows (2007). Design>User Experience>Project Management
#23030
Translation management is becoming a common task for the technical writer as companies enter the global marketplace. It is challenging and interesting, but at the same time it is generally a complex project management task and is not to be taken lightly. This paper discusses a real-life translation project and points out some of the problems that you may encounter.
Tunsley, Roger A. STC Proceedings (1996). Articles>Language>Localization>Project Management
#23978
Turning Requirements into Product Definition
How do you get from understanding your users to a vision for an innovative product which will appeal to them?
Korman, Jonathan. Cooper Interaction Design (2002). Design>Project Management>User Centered Design
#29905
Usability Requirements: Making User Satisfaction a Measure of Product Success
Defining usability requirements at the beginning of the project increases the chances that the end product will meet the users' goals and create a satisfying user experience. Unfortunately, such requirements are often not considered with the same priority as functional or other technical requirements. This presentation defines usability requirements, proposes guidelines for creating measurable requirements, and elaborates the components of a well-constructed usability requirement.
Bachmann, Karen L. STC Proceedings (2004). Articles>Project Management>Planning>Usability
#28644
There are two basic alternatives for structuring a usability/UCD group within an organization: members of the group can be centralized in a single department, or, members can be distributed among development teams.
. Usability Body of Knowledge (2007). Articles>Usability>Project Management>Collaboration
#25257
Use Cases Part II: Taming Scope
The use-case model can be a powerful tool for controlling scope throughout a project's life cycle. Because a simplified use-case model can be understood by all project participants, it can also serve as a framework for ongoing collaboration and a visual map of all agreed-upon functionality. Use it to plan, to negotiate, and to prevent scope creep.
Carr, Norm and Tim Meehan. List Apart, A (2005). Articles>Web Design>Project Management
#23768
Proper usability design commonly cuts training costs by 50 percent and increases productivity by 25 percent.
Nielsen, Jakob and Kara Pernice Coyne. CIO Magazine (2001). Articles>Project Management>Usability
#28591
User Experience Group Development and Integration
When a company wants to make a certain segment of the organization better, usually they 'throw more money at it' and hire more employees. The problem with doing this for a UX team is that people with overlapping skills and ideas usually end up hindering user-centered design rather than helping. Conflicting design decisions will soon turn into a design by committee situation that won't help the consumer nor expose individual expertise (Brown 2004). User experience groups need to be flexible, agile, and scalable, and should only expand if the projects they work on are sufficiently large. The following is an overview of skills and disciplines needed for a successful user experience group.
Rundle, Mike. uiGarden (2007). Careers>Project Management>User Experience
