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. |
No grāmatas satura
1.–5. rezultāts no 63.
... authority for project management-type issues, development teams can run into trouble. If there is no clear owner for leading bug triage, or no one is dedicated to tracking the schedule and flagging problems, those tasks might lag ...
... authority and a quick response time. A project manager has to be confident and willful enough to take control and force certain actions onto a team. However, the general goal should be to avoid the need for these extreme situations. A ...
... authority to ask good questions and make adjustments? 10 PERT stands for Program Evaluation and Review Technique. The standard formula is: (best estimate + (4×most likely) + worst estimate) / 6. However, there are zillions of variations ...
... authority? Someone has to define the requirements and get them approved by the necessary parties (client or VP). In the solo-superman case, this is easy: superman will have all of the authority he wants. On a contract team, there will ...
... authority supercedes requirements and design authority. In others, it is subservient to them. In the best organizations, there is a collaborative relationship between all the different kinds of authority. • Who has budget authority? The ...
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 |