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 60.
... behavior. This means that a project manager needs not only to be aware of these traits, but also to develop instincts for which ones are appropriate at 6 Visit http://www.tompeters.com/col_entries.php?note=005297&year=1991. which times ...
... behavior . So , schedules are important forcing functions for projects . If used properly by a PM , schedules force everyone to carefully think through the work they need to do . This forcing function is a critical step toward realizing ...
... behavior of schedules is easy to underestimate because the cause and effect aren't often visible at the same time (you may see the effect way after the cause occurred). In the worst cases, when several major oversights occur, the odds ...
... behaviors cut across traditional roles or backgrounds , which I think reflects the true nature of scheduling . Because the schedule represents the totality of the project , the only way to use schedules effectively is to understand ...
... behaviors differ? • What demographic information can help us understand who these customers are? (Age, income, type of company, profession, education, other products owned or web sites used, etc.) • Which activities is each user group ...
Saturs
21 | |
23 | |
43 | |
69 | |
Where ideas come from | 89 |
What to do with ideas once you have them | 113 |
Part Two | 133 |
Writing good specifications | 135 |
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 |
How to make good decisions | 155 |
Communication and relationships | 175 |
process email and meetings | 193 |
index | 373 |
About the Author | 393 |