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.
... Communication and relationships 175 10 How not to annoy people: process, email, and meetings 193 11 What to do when things go wrong 213 Part Three MANAGEMENT 12 Why leadership is based on trust 241 13 Making things happen 259 14 Middle ...
... communication, decision making, and combinations of creative and logical thought. Projects usually involve a schedule, a budget, and a customer. Most importantly, the central task of projects is to combine the works of different people ...
... (communication, decision making, and mid-game strategy), and driving the project through to completion (leadership, crisis management, and end-game strategy). If this sort of work is structured less formally in your world, just translate ...
... communicating ideas face to face. The larger the organization or the project is, the more important written skills become. Despite her personal preferences, a project manager needs to recognize when written or oral communication will be ...
... communication. So, for as much time as it takes to create schedules, they are still just lists of words and numbers. It's up to someone to use them as a tool for managing and driving the project. With this in mind, it's time to bring ...
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 |