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 52.
... can't promise that you'll ship sooner or plan better specifically because the advice in this book was influenced by these sources. But I do know that when I returned to the software world after looking elsewhere, my own processes and ...
... can't be an expert in one narrow part of the making of things and ever expect to schedule well. So, if everyone on the team can agree that the schedule is a set of probabilities, the problem isn't in the schedule itself—it's in how the ...
... can't. So, this chapter is about approaching the planning process and obtaining a view of planning that has the highest odds of success. First, I need to clarify some vocabulary and concepts that different planning strategies use (it's ...
... can't be satisfied within the project). Provided these three levels are well crafted, everyone should show up every day, motivated to do work that makes local sense to them and contributes directly to the entire project. The time it ...
... can't be good, we might as well be long and perhaps no one will notice” (another habit of committee lead authorship). Although with this in mind, it is fair to ask why I wasn't able to make this book shorter. Mea culpa. All of these ...
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 |