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 72.
... building things and comparing my experiences to those of other managers , programmers , and designers , I've learned how to manage projects well . This book is a summation of those ideas . It includes approaches for leading teams ...
... build on earlier ones , and the book roughly follows the chronology of most projects . The first chapter is the broadest in the book and has a deeper tone than the rest . If you're curious about why you should care about project ...
... Building was built in New York City and the Parthenon in Athens , did the project leaders plan and estimate their construction in the same way my programmers did ? What were the interesting differences , and what can be gained by ...
... building, or destroying something. Maintaining the status quo—unless that's the explicit goal, for some strange reason—is not a successful outcome. The world is changing all the time and if a project is not as good today as it was last ...
... building a house , the builder gave one line item : “ House : 120 days . " With such low granularity , it's difficult for anyone , including the builder himself , to understand the work . But if the builder can provide a week - by ...
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 |