Marcin D¿browski managed and supervised large IT projects for banks and the biggest telecommunications groups in the world (including T-Mobile, Orange, Telefonica, O2, Vodafone, Hutchinson) in various parts of the world (Europe, South America, Middle East, Asia and the Far East). He cooperated with clients representing extreme national and organizational cultures. Marcin was responsible for all parts of the IT organizations (up to 1,400 people), from sales, consulting and marketing, through software development and production departments, to implementation and maintenance. He started his career as a software developer and later worked in practically all roles of the IT organizations, ending as a VP and board member of two publicly listed software providers.

In the years 2007-2010 he conducted research at the Department of Telecommunications at AGH University of Science and Technology. At that time, he published scientific articles, among others for ACM CCS DIM 2008, IEEE ICCS 2008, SECURWARE 2008, China Communications. He was also the author of contributions to ITU-T.

Marcin D¿browski is a graduate of IESE Business School and AGH University of Science and Technology. He holds MSc in Electronics & Telecommunication and MSc in Computer Science.

Gain knowledge about critical problems in complex projects with customers

Learn effective delivery strategies and pragmatic solutions for real-life, crisis situations

Explore dozens authentic project stories covering both successful endings and complete disasters

Foreword.- Chapter 1: When does a project really start?.- Chapter 2: Why sales people shouldn't 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 client's premises is more important than the outcomes.- Chapter 8: The steering committee as a project manager's tool.- Chapter 9: Arguments with the client - the only thing that matters is progress and why it's 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: It's always good to be in the game.