This type of micromanagement will chill motivation. There are a lot of studies and insight into that with a bit of research. So while you may "find" an issue if you did this type of inferior managing, you will exacerbate this supposed issue with others and slow progress. Building motivation--enabling purpose, AUTONOMY, and mastery, you will ...
We don't, because we don't care if employees stare at their screens and eat chips. We care about whether or not our company meets its contractual obligations to ship software by the dates it has committed to ship by. Whether people spend their day eating chips shouldn't affect that.
The easiest way to monitor employees is to monitor their output, e.g. ...
There's this eBook available on Google books.
There's this book which is unrelated to computers that you can buy and preview on Google books.
Here's another book you can buy and preview on Google books.
Here's a 60 page PDF you can download on the subject.
Here's a book you can buy on the subject.
Here's an eBook on the subject.
This is related to Configuration Management Plan (according to the PMBOK), in other words you should know how to versioning changes. For example, if the first version of your schedule is named "ProjectXXX - Schedule - v1.0.mpp" now you can create a copy of that file and named "ProjectXXX - Schedule - v1.1.mpp".
Now, you have a reference schedule and a ...
The OP does not really describe the context of what was wrong with the estimate or forecasts. By estimate, is the OP talking about a planning value or a probabilistic range. If the former, were the actuals within the probabilistic range and, if so, what was the degree of variance. If the latter, were the actuals way off the charts?
There are thousands ...
3rd reason why a forecast may not come true - the inherent uncertainty
You rightly used the word "forecast"! Prior to 2011 the Scrum Guide had the word "commitment". That caused two problems:
The development teams were under pressure to deliver on the "commitment" at all costs. Often this cost would be a drop in quality.
The Product Owner and the stake ...
Ignoring the elephant in the room
Or: Major issues that do not get addressed (or better: they are addressed but get ignored), while the project keeps on going, eventually trying to deliver without resolving the issue.