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It explains why projects often fail, summarizes core characteristics of projects, and distinguishes traditional waterfall approaches from cyclical methods suited to IT and software development. 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Top 11 causes of delays in IT projects  \n2. Roles within a project  \n3. Helpful resources for project management  \n4. License for this handbook  \n5. About DANS and the producers of this handbook  \n6. Sample action-and-decision list  \n7. Sample issue log  \n8. Sample risk log  \n9. Sample meeting report  \n10. Sample project plan  \n11. Sample budget  \n12. Sample financial statement  \nLiterature and Internet sources  \nProject Management Handbook, version 1.1 1  \n[http://www.projectmanagement-training. net](http://www.projectmanagement-training. net)  \nForeword  \nAnyone who has ever worked on a project will agree that making a project succeed is no simple task. The difficulties manifest themselves in (extreme) delays,(extreme) budget over-runs, inadequate results, dissatisfied customers, high stress among the project team and other undesirable outcomes . What is the cause of all of these problems?  \nProjects are characterised by four features: a group of people, a goal, limited time and money and a certain level of uncertainty regarding whether the goals will be achieved. Project managers are involved with all of these aspects . Supervising and directing a project is thus anything but an easy task.  \nProjects are becoming increasingly common . Project-based working methods have also found their way into non-profit organisations, including DANS.1 The rules of the game for projects in non-profit organisations differ from those in commercial organisations . Political factors play a particularly important role in non-profit organisations . This makes it even more difficult for projects to succeed, compared to projects in which commercial aspects play a part. Project leaders should be aware of this and be able to play the game of politics .  \nAfter several years of experience with IT projects, the authors of this handbook have become even more keenly aware of how IT projects differ from‘regular’projects . Most importantly, projects are more dynamic, and that has both advantages and disadvantages . We have established that IT projects require an approach that differs – at least partly-from the approaches that are appropriate for construction, re-organisations or other types of projects .  \nThis handbook is intended for projects that are conducted by DANS. The first section describes a working method that can be followed for ‘traditional’projects . The second section describes the working method for IT projects, particularly those that involve software development. This handbook presents a practical model that will allow project members, project leaders, project managers, general managers, programme managers, customers and project partners to play their roles within DANS better .  \nIt is impossible to learn all there is to know about the field of project management. Theoretical development and practical exper","cbCaiioxqG4Pfhwv","https://ap.wps.com/l/cbCaiioxqG4Pfhwv","pdf",2758669,83,"English","# Foreword\n# Introduction\n# 1 The six phases of project management\n# 2 Managing a project\n# 3 Project reporting\n# 4 The sales representative and the politician\n# 5 Waterfall versus cyclical project management\n# 6 DANS software-development working methods\n# 7 Programme management\n# Appendices\n## Top 11 causes of delays in IT projects\n## Roles within a project\n## Helpful resources for project management\n## Sample risk log\n## Sample meeting report\n## Sample project plan\n## Sample budget\n## Sample financial statement\n## License for this handbook","[{\"question\":\"What are the main causes of project problems described in the handbook?\",\"answer\":\"The handbook links project difficulties to extreme delays, budget overruns, inadequate results, dissatisfied customers, and high stress. It then asks what causes these recurring outcomes.\"},{\"question\":\"How does the handbook compare waterfall and cyclical project management?\",\"answer\":\"It presents waterfall as a theory suitable for most projects, then describes cyclical forms as more appropriate for IT-related projects, especially software development and other creative IT work.\"},{\"question\":\"Who is the handbook intended for and how can it be used outside DANS?\",\"answer\":\"It is intended for people involved in DANS projects, including project members, leaders, managers, general managers, programme managers, customers, and partners. The introduction notes the text is structured so it can also be used by other organizations, particularly in the non-profit sector.\"}]","Project Management Handbook - Version 1.1 - July 2006 - Practical guidance | PDF",1789254653,29]