Making Things Happen: Mastering Project Management

Pirmais vāks
"O'Reilly Media, Inc.", 2008. gada 25. marts - 410 lappuses

In the updated edition of this critically acclaimed and bestselling book, Microsoft project veteran Scott Berkun offers a collection of essays on field-tested philosophies and strategies for defining, leading, and managing projects. Each essay distills complex concepts and challenges into practical nuggets of useful advice, and the new edition now adds more value for leaders and managers of projects everywhere.

Based on his nine years of experience as a program manager for Internet Explorer, and lead program manager for Windows and MSN, Berkun explains to technical and non-technical readers alike what it takes to get through a large software or web development project. Making Things Happen doesn't cite specific methods, but focuses on philosophy and strategy. Unlike other project management books, Berkun offers personal essays in a comfortable style and easy tone that emulate the relationship of a wise project manager who gives good, entertaining and passionate advice to those who ask.

Topics in this new edition include:

  • How to make things happen
  • Making good decisions
  • Specifications and requirements
  • Ideas and what to do with them
  • How not to annoy people
  • Leadership and trust
  • The truth about making dates
  • What to do when things go wrong
Complete with a new forward from the author and a discussion guide for forming reading groups/teams, Making Things Happen offers in-depth exercises to help you apply lessons from the book to your job. It is inspiring, funny, honest, and compelling, and definitely the one book that you and your team need to have within arm's reach throughout the life of your project.

Coming from the rare perspective of someone who fought difficult battles on Microsoft's biggest projects and taught project design and management for MSTE, Microsoft's internal best practices group, this is valuable advice indeed. It will serve you well with your current work, and on future projects to come.

No grāmatas satura

Lietotāju komentāri - Rakstīt atsauksmi

Lietotāja vērtējumi

5 zvaigznes
3
4 zvaigznes
5
3 zvaigznes
0
2 zvaigznes
1
1 zvaigzne
0

LibraryThing Review

Lietotāja recenzija  - trile1000 - LibraryThing

Good book covering the common difficulties of project management. Fantastic introduction to the profession with an emphasis on software development but can easily be applied to other projects ... Lasīt pilnu pārskatu

LibraryThing Review

Lietotāja recenzija  - aethercowboy - LibraryThing

The Art of Project Management, one of O'Reilly's "Theory in Practice" books details, as you may have guessed, Project Management. Berkun, a former Microsoft PM goes chapter by chapter on what makes a ... Lasīt pilnu pārskatu

Saturs

What to do when things go wrong
213
Part Three
239
Why leadership is based on trust
241
Making things happen
259
Middlegame strategy
279
Endgame strategy
301
Power and politics
329
A guide for discussion groups
353

Writing good specifications
135
How to make good decisions
155
Communication and relationships
175
process email and meetings
193
index
373
About the Author
393
Autortiesības

Citi izdevumi - Skatīt visu

Bieži izmantoti vārdi un frāzes

Populāri fragmenti

255. lappuse - He who knows that power is inborn, that he is weak because he has looked for good out of him and elsewhere, and, so perceiving, throws himself unhesitatingly on his thought, instantly rights himself, stands in the erect position, commands his limbs, works miracles; just as a man who stands on his feet is stronger than a man who stands on his head.
42. lappuse - ... software system is deciding precisely what to build. No other part of the conceptual work is as difficult as establishing the detailed technical requirements, including all the interfaces to people, to machines, and to other software systems. No other part of the work so cripples the resulting system if done wrong. No other part is more difficult to rectify later.
2. lappuse - Human beings, who are almost unique [among animals] in having the ability to learn from the experience of others, are also remarkable for their apparent disinclination to do so.
163. lappuse - ... it, Watson, at least believe that such a thing can be possible. For how do you explain that I am here before you?" You thought this over knowing I was serious about it. I could see that even if you did not entirely believe my fantastic tale, you wanted to believe it. "Nevertheless, old friend, when you eliminate the impossible, whatever remains, however improbable, must be the truth.
102. lappuse - That's because they were able to connect experiences they've had and synthesize new things. And the reason they were able to do that was that they've had more experiences or have thought more about their experiences than other people have.
42. lappuse - The hardest single part of building a software system is deciding precisely what to build. No other part of the conceptual work is as difficult as establishing the detailed technical requirements, including all the interfaces to people, to machines, and to other software systems. No other part of the work so cripples the resulting system if done wrong. No other part is more difficult to rectify later.
225. lappuse - PM to engage managers directly, and make sure the problem is identified to those who are in the best position to do something about it.
182. lappuse - The cause of almost all relationship difficulties is rooted in conflicting or ambiguous expectations around roles and goals.
178. lappuse - This mission is too important for me to allow you to jeopardize it.

Bibliogrāfiskā informācija