Foreword
Chapter 1: When does a project really start?
Chapter 2: Why sales people shouldnt sell on their own
Chapter 3: Delay as a problem of the sales process
Chapter 4: The scope as a problem of the sales process
Chapter 5: Payment schedule and the subsequent condition of the project
Chapter 6: Why attitude matters more than outcomes
Chapter 7: Why being at the clients premises is more important than the outcomes
Chapter 8: The steering committee as a project managers tool
Chapter 9: Arguments with the client the only thing that matters is progress and why its not good to be right
Chapter 10: How and when to break bad news, or what the client should know about
Chapter 11: Always be prepared for the worst
Chapter 12: Penalties much ado about nothing
Chapter 13: Approaches to project management academic discussions versus real life
Chapter 14: The management strategy depends on the stage of the project
Chapter 15: People's availability in particular phases of the project
Chapter 16: Monitoring the internal status of a project
Chapter 17: Low-level estimates a source of everlasting delays and a foundation of planning
Chapter 18: Fixing bugs planning doomed to fail
Chapter 19: Managing delays
Chapter 20: The whole truth about user acceptance tests
Chapter 21: If you want to save money, invest in people
Chapter 22: When the time comes for re-negotiation or terminating the contract
Chapter 23: Its always good to be in the game.