Making Things Happen: Mastering Project Management"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.
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. |
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1.–5. rezultāts no 89.
... chapter. • By popular demand, endnotes were promoted to footnotes, appearing within the chapter texts. • There is a new discussion guide to help you form groups to keep learning. If you are new to this book in any form, the Preface will ...
Mastering Project Management Scott Berkun. CHAPTER 2 y favorite word in the English language is how. How. Chapter 2 PREFACE.
... (Chapters 8–13 and Chapter 16). However, there is some benefit to reading it straight through; some later concepts build on earlier ones, and the book roughly follows the chronology of most projects. The first chapter is the broadest in ...
... chapters, and find quick answers when you need the most accurate, current information. Try it for free at http://safari.oreilly.com. Chapter 1. CHAPTER ONE CHAPTER 1 In many organizations, the. PREFACE xiii How to contact us Safari ...
Mastering Project Management Scott Berkun. Chapter 1. CHAPTER ONE CHAPTER 1 In many organizations, the person leading a project doesn't have. history of project management (and why you should care) A brief. A brief history of project ...
Saturs
1 | |
21 | |
23 | |
43 | |
69 | |
Where ideas come from | 89 |
What to do with ideas once you have them | 113 |
Part Two | 133 |
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 |