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Index

Symbols

43Folders web site, (Blogs and Web Sites)

A

accountability
personal, (Let Your Team Have Ownership)
adjourning stage of team building, (Turning Groups into Teams)
agendas
kickoff meetings, (Typical Kickoff Meeting Agenda)
for meetings, (Meeting Standards)
agreements, (Summary)
(see also contracts; customer agreements; operational contracts; renegotiations; service level agreements (SLA); support contracts)
project closing, (Agree)
Allen, David
Getting Things Done: The Art of Stress-Free Productivity, (Books)
anonymity
in communications, (Creating the Feedback Loop)
assessments of impacts, (Change Request Template)
Association for Project Management (APM), (Associations and Qualifications)
assumptions
defined, (Representing the Plan)
identifying, (Representing the Plan)
project plan template, (Project Plan Template)
attachments
project status update template, (Project Status Update Template)
status updates, (Project Status Updates)
attendance
at meetings, (Meeting Standards)

B

"back-of-an-envelope" plans, (Representing the Plan)
balance quadrant
change management, (The Balance Quadrant)
defined, (What Is Project Management?)
depiction of, (Balance Quadrant)
Basecamp software, (Planning Software)
basics (see principles)
benefit cost ratio
defined, (Measuring Value Creation)
benefits
business needs, (Project Initiation Document)
change request template, (Change Request Template)
communication of in change requests, (Change Requests)
of planning, (Why Plan?)
in project selection, (Ranking and Choosing Opportunities to Pursue)
Berkun, Scott
The Art of Project Management, (Books)
best practices, (Summary)
(see also software; tools)
change management, (Tools and Best Practices)
closing projects, (Tools and Best Practices)
communication and collaboration, (Tools and Best Practices)
controlling phase, (Tools and Best Practices)
described, (Tools and Best Practices)
executing phase, (Tools and Best Practices)
initiating phase, (Initiation Tools and Best Practices)
project handovers, (Tools and Best Practices)
stakeholders, (Stakeholder Tools and Best Practices)
biweekly meetings
defined, (Communication Plan Template)
Blanchard, Ken
leadership and management types, (Effective Leadership and Management)
blog resources, (Blogs and Web Sites)
boards
action on an issue, (Issue List Template)
change requests, (The Change Control Process), (Change Review Boards), (Change Request Template)
consulting with, (Risks, Issues, and Bugs)
defined, (The Project Board)
project disconnect, (Handling a Total Disconnect)
book resources, (Books)
bottom-up estimation,
defined, (Estimation Techniques)
brainstorming
identifying opportunities, (Identifying the Opportunities)
lessons learned session, (The Lessons Learned Session)
budgets
earned value measurement, (Measuring Everything Else)
buggy whip manufacturer case study
identifying opportunities, (Identifying the Opportunities)
bugs
about, (Risks, Issues, and Bugs)

C

cake shop web site case study
Gantt charts, (The Gantt Chart)
measuring deliverables, (Measuring Deliverables)
mitigation plan, (Considering the Risks)
planning process, (Breaking Down the Deliverables)
risk management plan, (Considering the Risks)
case studies (see buggy whip manufacturer case study; cake shop web site case study; customer orders case study; pie shop web site case study)
celebrations
project completion, (Celebrate), (The Closure Celebration)
certification in project management, (Associations and Qualifications)
change logs
project sign-off, (Project Sign-off Template)
change management, (Managing Change)
control, (Change Control)
tools and best practices, (Tools and Best Practices)
types of change, (Types of Change)
change requests (CRs)
forms of, (Change Requests)
gathering, (The Change Control Process)
template, (Change Request Template)
change review boards, (Change Review Boards)
charts (see diagrams; flowcharts)
Chief Happiness Officer web site, (Blogs and Web Sites)
closing projects, (Closing the Project)
process for, (Closing a Project)
tools and best practices, (Tools and Best Practices), (Closing)
when completed, (Knowing When You’re Done)
closure phase
importance of, (Failure to Launch … or Land)
coaching leadership and management style, (Effective Leadership and Management)
collaboration, (Communication and Collaboration)
and communication, (Collaboration)
defined, (Communication and Collaboration)
tools and best practices, (Tools and Best Practices)
commitment
in team members, (Effective Leadership and Management)
communication, (Communication and Collaboration)
business people versus technical people, (Value Creation)
consulting the board, (Risks, Issues, and Bugs)
contingency to stakeholders, (Adding Contingency)
defined, (Communication and Collaboration)
explained, (Communication)
importance of, (The Best Way to Communicate Is the Way That Gets You Heard)
of plans, (Representing the Plan)
project completion, (Complete)
project kickoff meetings, (The Kickoff Meeting)
of project value, (If it Doesn’t Add Value, it Won’t Get Done)
tools and best practices, (Tools and Best Practices)
communication plans
creating, (The Communication Plan)
template, (Communication Plan Template)
communications
change request impacts, (The Change Control Process)
competence
in team members, (Effective Leadership and Management)
completion
project closing, (Complete)
constraints
defined, (Representing the Plan)
identifying, (Representing the Plan)
project plan template, (Project Plan Template)
consulting
the board, (Risks, Issues, and Bugs)
contact information
sharing, (Working Remotely)
content of communications, (Content)
contingencies
time estimates in project planning, (Adding Contingency)
contingency plans
risk management plan template, (Risk Management Plan Template)
contracts, (Summary)
(see also customer agreements; operational contracts; renegotiations; service level agreements (SLA); support contracts)
formal versus informal, (The Purpose of Initiating)
versus project initiation documents, (The Project Initiation Document)
control
change management, (Change Control)
controlling phase, (Controlling)
looping back, (Looping Back to Plan)
measuring deliverables, (Measuring Deliverables)
measuring earned value management, (Measuring Everything Else)
risks, issues and bugs, (Risks, Issues, and Bugs)
tools and best practices, (Tools and Best Practices), (Planning, Executing, and Controlling)
tracking, (Are You on Track?)
verification versus validation, (Verification Versus Validation)
conventions
estimates, (Estimating Time)
cost benefit ratio (see benefit cost ratio)
costs, (Summary)
(see also opportunity cost)
in project selection, (Ranking and Choosing Opportunities to Pursue)
Covey, Stephen
leadership versus management, (Effective Leadership and Management)
criteria (see success criteria)
customer agreements, (Summary)
(see also contracts; operational contracts; renegotiations; service level agreements (SLA); support contracts)
project closing, (Gaining Customer Agreement)
customer orders case study
portfolio planning, (Discovery: Finding the Projects)
project sponsors, (The Project Board)
scope, (Project Proposals)
stakeholders, (Stakeholders)
customer requirements, (Transitioning from Project to Personal Plans)
customers
feedback, (Customer Feedback and a Key Measures Score), (Customer Feedback Questionnaire Template)

D

date patterns, (Issue List Template)
deadlines
handling set deadlines, (Dealing with Set Deadlines)
versus estimates, (Estimating Time)
delegating leadership and management style, (Effective Leadership and Management)
deliverables
defined, (Representing the Plan)
example, (Project Initiation Document)
identifying, (Breaking Down the Deliverables)
as a measure of project completion, (What to Plan)
measuring, (Measuring Deliverables)
project plan template, (Project Plan Template)
project sign-off, (Project Sign-off Template)
versus change requests, (Change Request or Project Deliverable?)
in work breakdown structure, (The Work Breakdown Structure)
DeMarco, Tom
Peopleware: Productive Projects & Teams, (Books)
demos
in project reviews, (Review)
dependencies
identifying, (Identifying Dependencies)
development levels of team members, (Effective Leadership and Management)
diagrams, (Summary)
(see also flowcharts)
balance quadrant, (The Balance Quadrant)
Gantt charts, (The Gantt Chart)
leadership and management types, (Effective Leadership and Management)
RASCI matrix, (The RASCI Matrix)
work breakdown structure, (The Work Breakdown Structure), (Work Breakdown Structure)
directing leadership and management style, (Effective Leadership and Management)
disconnects in project closing
handling, (Handling a Total Disconnect)
defined, (Gaining Customer Agreement)
discovery process
explained, (Discovery: Finding the Projects)
tools and practices, (Discovery Tools and Practices)
"do nothing” mitigation strategy, (Considering the Risks)
documentation
project handover, (The Superstar Handover)
template, (Project Documentation Template)
documentation packs
project handovers, (The Project Documentation Pack)
double counting
in estimation, (Estimation Techniques)

E

earned value management (EVM)
measuring delivered value, (Measuring Everything Else)
electronic communications
personal preferences, (Method)
email
attachments to status updates, (Project Status Updates)
etiquette, (Email Etiquette)
sending status updates, (Plans)
end user requirements, (Transitioning from Project to Personal Plans)
environment
for collaboration, (Fostering a Collaborative Environment)
estimating
time, (Estimating Time)
estimation
techniques, (Estimation Techniques)
etiquette
emails, (Email Etiquette)
examples, (Summary)
(see also buggy whip manufacturer case study; cake shop web site case study; customer orders case; pie shop web site case study)
Gantt chart, (Gantt Chart)
kickoff meeting agenda, (Typical Kickoff Meeting Agenda)
project initiation document, (Project Initiation Document)
project organization chart, (Project Initiation Document)
work breakdown structure, (Work Breakdown Structure)
executing
change requests, (The Change Control Process)
executing phase, (Executing)
personal productivity, (The Link to Personal Productivity)
team ownership, (Let Your Team Have Ownership)
tools and best practices, (Tools and Best Practices), (Planning, Executing, and Controlling)
exercises
communication preferences, (Method)
expectations
setting, (Project, or Day-by-day Improvement?)
expert judgment estimation technique, (Estimation Techniques)

F

feasibility studies
in project initiating phase, (The Project Initiation Document)
feedback loop
in communications, (Creating the Feedback Loop)
customer feedback questionnaire template, (Customer Feedback Questionnaire Template)
figures (see diagrams; flowcharts)
flowcharts, (Summary)
(see also diagrams)
of simple dependencies, (Identifying Dependencies)
software for, (Planning Software)
follow-up (see handovers)
forming stage of team building, (Turning Groups into Teams)
43Folders website, (Blogs and Web Sites)
fundamentals (see principles)

G

Gantt charts
example, (Gantt Chart)
using, (The Gantt Chart)
GanttProject software, (Planning Software)
Geek | Manager web site, (Blogs and Web Sites)
get-to-know-you sessions, (Turning Groups into Teams)
glossary, (Glossary)
group spaces
creating, (Working Remotely)
groups
changing into teams, (Turning Groups into Teams)
groupthink
dangers of, (Turning Groups into Teams)

H

handovers, (What Comes Next?)
project documentation template, (Project Documentation Template)
roles, (Defining Your Role)
tools and best practices, (Tools and Best Practices)
training and documentation, (The Superstar Handover)
hard value creation
defined, (Measuring Value Creation)
Heerkens, Gary R.
Project Management: 24 Steps to Help You Master Any Project, (Books)
Hersey, Paul
leadership and management types, (Effective Leadership and Management)
hierarchy of communication methods, (Method)

I

identifying
deliverables, (Breaking Down the Deliverables)
dependencies, (Identifying Dependencies)
impacts
assessment of, (Change Request Template)
of change requests, (The Change Control Process)
improvements day-by-day
versus projects, (Project, or Day-by-day Improvement?)
inherent contingencies
time estimates, (Adding Contingency)
initiating phase, (Initiating Your Project)
explained, (Failure to Launch … or Land)
tools, (Initiating)
internal rate of return (IRR)
defined, (Measuring Value Creation)
International Association of Project and Program Management (IAPPM), (Associations and Qualifications)
International Project Management Association (IPMA), (Associations and Qualifications)
issue lists
template, (Issue List Template)
using, (Issue Lists)
issues
about, (Risks, Issues, and Bugs)
reporting and resolution process, (Fostering a Collaborative Environment)
tracking software, (Issue Tracking Software)

J

Joel on Software
web site, (Blogs and Web Sites)

K

key measures score, (Summary)
(see also measures)
closing projects, (Customer Feedback and a Key Measures Score)
kickoff meetings
agenda, (Typical Kickoff Meeting Agenda)
conducting, (The Kickoff Meeting)

L

launch phase (see initiating phase)
Lawver, Kevin
estimating conventions, (Estimating Time)
leadership
roles of, (Effective Leadership and Management)
lessons learned sessions
closing projects, (The Lessons Learned Session)
summary template, (Lessons Learned Summary Template)
life cycle (see project life cycle)
Lifehacker web site, (Blogs and Web Sites)
Linked In web site, (Blogs and Web Sites)
Linux
project planning software, (Planning Software)
Lister, Timothy
Peopleware: Productive Projects & Teams, (Books)
live demos
in project reviews, (Review)
logistics
of meetings, (Meeting Standards)
logs (see change logs)
Lopp, Michael
Managing Humans, (Books)

M

Macintosh
project planning software, (Planning Software)
management
of change, (Managing Change)
multiple projects, (Managing Multiple Projects)
roles of, (Effective Leadership and Management)
measures, (Summary)
(see also key measures score)
operational contracts, (Operational Contracts)
measuring
deliverables, (Measuring Deliverables)
earned value management (EVM), (Measuring Everything Else)
meetings, (Summary)
(see also get-to-know-you sessions; kickoff meetings; lessons learned sessions; one to one meetings; stand-up meetings)
forms of, (Form)
project review, (The Project Review Meeting)
setting up, (Fostering a Collaborative Environment)
standards for, (Meeting Standards)
Microsoft Office Suite, (Planning Software)
Microsoft Project software, (Planning Software)
milestones (see deadlines; deliverables)
misperceptions
of project management, (Negative Perceptions of Project Management)
mitigation plans
creating, (Considering the Risks)
multiple projects
managing, (Managing Multiple Projects)

N

negotiations (see contracts; customer agreements; renegotiations; operational contracts; service level agreements (SLA); support contracts)
net present value (NPV)
defined, (Measuring Value Creation)
norming stage of team building, (Turning Groups into Teams)

O

objectives
example, (Project Initiation Document)
project, (Project Initiation Document)
SMAC, (The Project Initiation Document)
one-on-one meetings, (One-on-ones)
operational contracts
project handovers, (Operational Contracts)
operations management
versus project management, (What Project Management Isn’t)
opportunities
comparing, (Comparing the Opportunities)
identifying, (Identifying the Opportunities)
ranking and choosing, (Ranking and Choosing Opportunities to Pursue)
opportunity cost
defined, (Measuring Value Creation)
organization charts (see project organization charts)
outcomes
in communications, (Content)
owner
of an issue, (Issue List Template)
ownership
adding to existing plans, (Adding Ownership to Your Existing Plans)

P

parametric estimation technique, (Estimation Techniques)
“parking lot”
in meetings, (Meeting Standards)
payback period
defined, (Measuring Value Creation)
people management
versus project management, (What Project Management Isn’t)
PEPS meeting agenda, (Meeting Standards)
perceived value
versus real value, (If it Doesn’t Add Value, it Won’t Get Done)
percent complete measure, (What to Plan)
perceptions
of project management, (Negative Perceptions of Project Management)
performing stage of team building, (Turning Groups into Teams)
personal communication
about, (Form)
preferences, (Method)
personal plans
transitioning to, (Transitioning from Project to Personal Plans)
personal productivity
versus project management, (What Project Management Isn’t)
personal responsibility, accountability and productivity, (Let Your Team Have Ownership)
phases, (Summary)
(see also controlling phase; executing phase; initiating phase; planning phase)
project life cycle, (Understanding the Project Life Cycle)
pie shop web site case study
RASCI matrix, (The RASCI Matrix)
plan reviews
using, (Plan Reviews)
planning phase, (Planning)
benefits of, (Why Plan?)
change request impacts, (Replanning Sessions)
components of, (What to Plan)
how to, (How to Plan)
importance of, (Failure to Launch … or Land)
software for, (Planning Software)
tools and best practices, (Tools and Best Practices), (Planning, Executing, and Controlling)
plans, (Summary)
(see also risk management plans)
as a communication tool, (Plans)
template, (Project Plan Template)
portfolio planning
customer orders case study, (Discovery: Finding the Projects)
in discovery process, (Discovery: Finding the Projects)
practices, (Summary)
(see also best practices)
in discovery process, (Discovery Tools and Practices)
preferences, (Summary)
(see also styles)
communication methods, (Method), (Fostering a Collaborative Environment)
principles
of project management, (The Underlying Principles of Project Management)
priorities
change request template, (Change Request Template)
of an issue, (Issue List Template)
setting, (Project, or Day-by-day Improvement?)
processes
importance of, (Choosing the Right Tools and Processes Is the PM’s Most Important Job)
productivity
personal accountability and responsibility, (The Link to Personal Productivity)
personal versus project management, (What Project Management Isn’t)
professional qualifications for project management, (Professional Qualifications)
project boards (see boards)
project closing (see closing projects)
project documentation packs (see documentation packs)
project handovers (see handovers)
project initiation document (PID)
example, (Project Initiation Document)
explained, (The Project Initiation Document)
project kickoff meetings, (The Kickoff Meeting)
project sign-off, (Project Sign-off)
project life cycle
explained, (Understanding the Project Life Cycle)
project management
defined, (What Is Project Management?), (What Project Management Isn’t)
Project Management Institute
A Guide to the Project Management Book Of Knowledge, (Books)
Project Management Institute (PMI)
about, (Associations and Qualifications)
project management skills
need for, (Why You Need PM Skills)
project organization charts
example, (Project Initiation Document)
explained, (Project Organization Chart)
stakeholder involvement, (The Project Organization Chart)
project proposals
explained, (Project Proposals)
template, (Project Proposal Template)
project reviews (see reviews)
project sign-offs (see sign-offs)
project sponsors
customer orders case study, (The Project Board)
defined, (The Project Board)
project teams (see teams)
projects
defined, (What Is Project Management?)
good versus bad, (Spotting Bad Projects)
selecting, (Picking the Best Projects)
proposals (see project proposals)
pull communication approach, (Method)
purpose
in communications, (Content)
push communication approach, (Method)

Q

qualifications for project management, (Professional Qualifications)
quality
defined, (What Is Project Management?)
earned value management, (Measuring Everything Else)

R

Rands in Repose
web site, (Blogs and Web Sites)
ranking
opportunities, (Ranking and Choosing Opportunities to Pursue)
RASCI matrix, (The RASCI Matrix)
real value
versus perceived value, (If it Doesn’t Add Value, it Won’t Get Done)
recommendations
lessons learned summary template, (Lessons Learned Summary Template)
relationship building, (Fostering a Collaborative Environment)
remote work teams, (Working Remotely)
renegotiations
at project handovers, (Knowing When to Renegotiate)
reporting
issues, (Fostering a Collaborative Environment)
project status, (Project Status Updates)
requirements
changes in, (Types of Change)
resolution process
issues, (Fostering a Collaborative Environment)
resource dependencies
defined, (Identifying Dependencies)
resource leveling
using Gantt charts, (The Gantt Chart)
resources
books, blogs and web sites, (Resources)
requirements, (Resources Required)
responsibilities
communicating in emails, (Email Etiquette)
responsibility
personal, (Let Your Team Have Ownership)
reviews
meeting preparation, (The Project Review Meeting)
of plans, (Plan Reviews)
project closing, (Review)
stakeholders and change management, (Stakeholder Reviews)
rewarding
collaboration, (Fostering a Collaborative Environment)
risk management plans
creating, (Considering the Risks)
defined, (Representing the Plan)
project plan template, (Project Plan Template)
template, (Risk Management Plan Template)
risks
about, (Risks, Issues, and Bugs)
roles
project handovers, (Defining Your Role)
rolling wave
in project planning, (Failure to Launch … or Land)
time estimates, (Estimating Time)

S

schedules, (Summary)
(see also timelines)
defined, (Representing the Plan)
project plan template, (Project Plan Template)
versus plans, (Representing the Plan)
Schwaber, Ken
Agile Project Management with SCRUM, (Books)
scope
customer orders case study, (Project Proposals)
defined, (What Is Project Management?)
project sign-off, (Project Sign-off Template)
work breakdown structure, (The Work Breakdown Structure)
scores (see key measures score; measures)
service level agreements (SLA)
project handovers, (Service Level Agreements)
service management
versus project management, (What Project Management Isn’t)
sign-offs
closing projects, (Project Sign-off)
template, (Project Sign-off Template)
skills, (Summary)
(see also project management skills)
matrix of, (Working Remotely)
Slacker Manager web site, (Blogs and Web Sites)
SMAC
objectives, (The Project Initiation Document)
soft value creation
defined, (Measuring Value Creation)
soft work
making time for, (Fostering a Collaborative Environment)
software, (Summary)
(see also tools)
and people problems, (People Problems Can’t Be Solved with Software)
for planning, (Planning Software)
for project tracking, (Tracking Software)
for tracking issues, (Issue Tracking Software)
in work breakdown structure, (The Work Breakdown Structure)
sponsors (see project sponsors)
stages (see controlling phase; executing phase; initiating phase; planning phase)
stakeholder reviews
change management, (Stakeholder Reviews)
stakeholders
change review boards, (Change Review Boards)
communicating contingency, (Adding Contingency)
identifying, (Stakeholders)
in initiation phase, (Failure to Launch … or Land)
plan reviews, (Plan Reviews)
status updates, (Project Status Updates)
tools and best practices, (Stakeholder Tools and Best Practices)
stand-up meetings, (Stand-up Meetings)
status
of an issue, (Issue List Template)
status updates, (Project Status Updates)
template, (Project Status Update Template)
stop, start, continue approach, (Identifying the Opportunities)
storming stage of team building, (Turning Groups into Teams)
structure
in communications, (Content)
styles, (Summary)
(see also preferences)
leadership and management types, (Effective Leadership and Management)
success criteria
defined, (The Purpose of Initiating)
project closing, (Knowing When You’re Done)
support contracts
at closure phase, (Failure to Launch … or Land)
supporting leadership and management style, (Effective Leadership and Management)
switching tasks
time estimates, (Adding Contingency)

T

targets (see deadlines)
task switching
time estimates, (Adding Contingency)
task-based planning
problems with, (What to Plan)
teams
creating, (The Project Team), (Turning Groups into Teams)
setting up meetings, (Fostering a Collaborative Environment)
size of, (Stand-up Meetings)
working remotely, (Working Remotely)
techniques (see best practices; practices; software; tools)
templates (see best practices; tools)
three-point estimates, (Estimation Techniques)
time, (Summary)
(see also schedules)
estimating, (Estimating Time)
length of meetings, (Meeting Standards)
remote teams, (Working Remotely)
for soft work, (Fostering a Collaborative Environment)
timelines, (Summary)
(see also schedules)
example, (Project Initiation Document)
tools, (Summary), (Tools)
(see also best practices; software)
change management, (Tools and Best Practices)
closing projects, (Tools and Best Practices), (Closing)
communication and collaboration, (Tools and Best Practices)
controlling phase, (Tools and Best Practices)
described, (Tools and Best Practices)
discovery process, (Discovery Tools and Practices)
executing phase, (Tools and Best Practices)
importance of, (Choosing the Right Tools and Processes Is the PM’s Most Important Job)
initiating phase, (Initiation Tools and Best Practices), (Initiating)
planning, executing and controlling phases, (Planning, Executing, and Controlling)
project handovers, (Tools and Best Practices)
selecting, (The Best Tool Is the One that Works and Gets Used)
stakeholders, (Stakeholder Tools and Best Practices)
top-down estimation
defined, (Estimation Techniques)
tracking
controlling phase, (Are You on Track?)
issues using software, (Issue Tracking Software)
software for, (Tracking Software)
training
project handover, (The Superstar Handover)
transitioning to personal plans, (Transitioning from Project to Personal Plans)

V

validation
versus verification, (Verification Versus Validation)
value
creation of, (Value Creation), (Measuring Value Creation)
identifying in project proposal, (Value Creation)
importance of, (If it Doesn’t Add Value, it Won’t Get Done)
project management skills, (What’s In It for Me?)
verification
versus validation, (Verification Versus Validation)

W

web site resources, (Blogs and Web Sites)
wikis
in project communication, (Wikis)
Windows
project planning software, (Planning Software)
work breakdown structure (WBS)
example, (Work Breakdown Structure)
explained, (The Work Breakdown Structure)
working with remote teams, (Working Remotely)

Z

zombie stakeholders
project review meetings, (The Project Review Meeting)

 

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Published: October 2008

  • 7"x9" format
  • Covers C# & VB
  • Updated for ASP.NET 3.5

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Lots of info, but don't expect it to get you up and running with Vista or you'll just have a $45 paper-weight.

Cary, USA 2 stars

Great update! printed copy on the way and rushing through the PDF now - glad this is now in colour!
Looking forward to the chapter on Ajax, previous version so useful, expect the same with this one.

Adrian Evans, USA 4.5 stars

I am a student at DeVry University; Computer Information Systems/Web Development. I contacted Cristian Darie regarding this book before I purchased. His quick and insightful response gave me great confidence in purchasing this product. I bought the book to get a jump start before my ASP.NET course. This book, I feel, should be the textbook for any college or university teaching ASP.NET. This is the 8th book I have purchased from Sitepoint and I am still very much impressed. I highly recommend this book for anyone who is somewhat familiar with C#, VB, and web design and wants to take it to the next level. This is the perfect supplement to any education and much more rewarding.

Jeff Barentine, USA 5 stars

Excellent and very well understanding book as a tutorial for both beginners and intermediate level. I enjoy it to read, learn and experience the ASP.NET issues that are taken in this book. I recommended this book for those who want to go an easy way toward ASP.NET learning and development. After this book ASP.NET is a piece of cake!

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A well written and complete guide to ASP.Net

Joaquin Luna, USA 5 stars
[written for previous edition]

Excellent Book. It got me up to speed with what I needed to learn.

I would definately recommend it to someone who wants to get into asp.net.

Juan Taveras, USA 5 stars
[written for previous edition]

I'm nearly 300 pages into it and could not be happier with it. It is exactly what I need to get me up to speed in ASP.NET. The dual language approach is a great touch.

John Haas, USA 5 stars
[written for previous edition]

Sorry to say but the book was too basic...I gained one or two insights, but that didn't quite make-up for the cost.

Regina Pistilli, USA 2 stars
[written for previous edition]

A very useful tool for anyone involved in the design of websites.

Sean Minogue, USA 3.5 stars
[written for previous edition]

I just like to say love your book. It is satisfying and very easy to understand. I would recommend this book to lots of people.

Anthony Price
Depositdata.com

anthony price, USA 5 stars
[written for previous edition]

Being new to ASP.NET I found the book to be very helpful. Building the Zorknozzle web application is a great way to get up to speed with ASP.NET.

Darryl W Welch, USA 5 stars
[written for previous edition]

I am still busy with the book but so far I think it is brilliant.
I am a complete novice in this field so I just hope it helps me along when I have completed the book

Brad Holtshausen, USA 4.5 stars
[written for previous edition]

Great book. For anyone starting or improving their skills with ASP.NET, this is a great way to get up to speed in this area. I'm glad I bought it.

Osvaldo Wesly, USA 5 stars
[written for previous edition]

Just started reading the book. But it appears to give me the tools to develop a website using asp.net.

Todd Lee, USA 4.5 stars
[written for previous edition]
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Product Details


Build Your Own ASP.NET 3.5 Web Site Using C# & VB, 3rd Edition
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Edition:
3rd
Price: $44.95
Pages: 771
ISBN: 978-0-9804552-1-2
Published: October 2008

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