Foreword
A few years ago, a colleague at a management consulting firm invited me to give a presentation at a monthly meeting of the local chapter of a professional software organization. It turned out that there was an ulterior motive for the invitation: My colleague explained that his firm was involved in a huge project for a major client, and that several of the client's managers would be attending my presentation.
“Here's the problem,” my colleague said to me. “We've got dozens of our programmers, analysts, network architects, database designers, and other technical people working on this project—and the client is perfectly happy to pay for them. But when we told them that we need to have a project manager and some support staff to help carry ...
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