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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... commitments about when things will be done. The schedule provides a contract between every person involved, confirming what each person is going to deliver over a particular period of time. Generally, when people think about project ...
... commitments being made . It is not as easy to forget or ignore something when it's posted on a whiteboard in the hallway , reminding the team of what needs to be done . And specific to PMs : with a draft schedule in place , questions ...
... much this way . These organizations rarely make investments or commitments in large increments . Agile methods ( discussed shortly ) are often recommended to these teams as the 28 CHAPTER TWO Piecemeal development (the anti-project project)
... commitment to the. Were holiday seasons , or other times of year with major distractions , factored in ( e.g. , from Thanksgiving to Christmas in the U.S. , summers in Europe ) ? Major deadlines are extremely hard to hit during these ...
Mastering Project Management Scott Berkun. • Did the team feel ownership and commitment to the schedule? If not, why? Did the team contribute to the definition of the schedule and the work to be done, or was it handed down to them? • Did ...
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23 | |
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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 |