对于一个商业的软件开发项目来说，只有优秀的程序员是不够的，优秀的项目管理具有相当大的作用。就好比，只有优秀的演奏家，但是没有优秀的指挥家是无法创造优美的交响乐的。好的项目管理方法可以起到事半功倍的作用，当前也流行着多种不同的项目管理方法。这里推荐一本比较好的项目管理书籍《97 Things Every Project Manager Should Know》。这本书与其它的项目管理书籍的区别在于，这本书中没有大篇幅的理论讲解，书中所有的文字都是来自于一线的项目经再的经典总结，所以具有相当的实用性。
1 Get Users Involved As Early As Possible
2 Avoid Whack-a-Mole Development
3 A Word Can Make You Miss Your Deadline
4 Make Project Sponsors Write Their Own Requirements
5 Favor the Simple Over the Complex
6 Pay Your Debts
7 Add Talents, Not Skills, to Your Team
8 Keep It Simple, Simon
9 You Aren’t Special
10 Scrolling Through Time
11 Save Money on Your Issues
12 How to Spot a Good IT Developer
13 Developer Productivity: Skilled Versus Average
14 Size
15 Document Your Process, Then Make Sure It Is Followed
16 Go Ahead, Throw That Practice Out
17 Requirement Specifications: An Oxymoron
18 Success Is Always Measured in Business Value
19 Don’t Skip Vacations for the Project
20 Provide Regular Time to Focus
21 Project Management Is Problem Management
22 Empowering Developers: A Man Named Tim
23 Clever Code Is Hard to Maintain
24 Managing Human Factors in IT Project Management
25 Use a Wiki
26 The Missing Link
27 Estimate, Estimate, Estimate
28 Developers Unite—PMOs Are Advancing
29 Value Results, Not Just Effort
30 Software Failure Is Organizational Failure
31 A Voice from the Other Side
32 Keep Your Perspective
33 How Do You Define “Finished”?
34 The 60/60 Rule
35 We Have Met the Enemy…and He Is Us
36 Work in Cycles
37 To Thine Own Self Be True
38 Meetings Don’t Write Code
39 Chart a Course for Change
40 IT Program Management: Shared Vision
41 Planning for Reality
42 The Fallacy of Perfect Execution
43 Introduce a More Agile Communication System
44 Don’t Worship a Methodology
45 Don’t Throw Spreadsheets at People Issues
46 One Deliverable, One Person
47 The Fallacy of Perfect Knowledge
48 Build Teams to Run Marathons, Not Sprints
49 The Holy Trinity of Project Management
50 Roadmaps: What Have We Done for You Lately?
51 The Importance of the Project Scope Statement
52 Align Vision and Expected Outcome
53 Alice Doesn’t Live Here Anymore
54 Avoiding Contract Disputes
55 You Get What You Measure
56 Don’t Fall into the “Not Invented Here” Syndrome
57 Favor the Now Over the Soon
58 Speed Is Life; More Is Better
59 Building the Morale on Your Team
60 A Project Depends on Teamwork
61 Serve Your Team
62 The Fallacy of the Big Round Ball
63 Responding to a Crisis
64 Know Your Integration Points
65 Aggressively Promote Communication in Distributed Projects
66 Start with the End in Mind
67 Clear Terms, Long Friendship!
68 The Best Estimators: Those Who Do the Work
69 Communicating Is Key
70 A Project Is the Pursuit of a Solution
71 It’s the People, Stupid
72 Documents Are a Means, Not an End
73 Can Earned Value and Velocity Coexist on Reports?
74 Scope Change Happens; Get Used to It
75 Buying Ready-Made Software
76 Project Sponsors—Good, Bad, and Ugly
77 Should You Under-Promise, or Over-Deliver?
78 Every Project Manager Is a Contract Administrator
79 Important, but Not Urgent
80 Teach the Process
81 The Fallacy of Status
82 What Do They Want to Hear, Anyway?
83 Recognize the Value of Team Morale
84 Engage Stakeholders All Through Project Life
85 The Value of Planning
86 Don’t Always Be “The Messenger”
87 Effectively Manage the Deliverables
88 We Are Project Managers, Not Superheroes
89 Increase Communication: Hold Frequent, Instant Meetings
90 Flexibility Simplifies Project Management
91 The Web Points the Way, for Now
92 Developers Hate Status Reports, Managers Love Them
93 You Are Not in Control
94 Share the Vision
95 True Success Comes with a Supporting Organization
96 Establish Project Management Governance
97 9.7 Reasons I Hate Your Website