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Hollywood Secrets of Project Management Success by James Persse

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Chapter 11. Work to the Call Sheets

As IT project managers, most of us know plenty about tracking. Daily we have to track schedules, budgets, and resources; plans and communications; and stakeholders and supervisors. But we’re often not very good at tracking the work—that is, the production of the technical components of that thing we are building. And the more technical the project is, the less we tend to look at the work. After all, project managers are usually not technical types, so should they be expected to oversee technical jobs? The "pure management" part of the project management job is big enough on its own, so isn’t it better to delegate technical task management to technical leads? Anyway, doesn’t project management’s poking its nose ...

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