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 77.
... created various essays, podcasts, and videos; and I continue to run a popular blog on creativity and management. It's all up at www.scottberkun.com; I hope you'll stop by, as your purchase of this book helps make the many free things I ...
... create an environment that can discuss and confront failure openly, instead of denying and hiding from it. It seems that software developers need to keep black books of their own. Web. development,. kitchens,. and. emergency. rooms. One ...
... creates dysfunction. Without a person whose primary job is to shepherd the overall effort, individual biases and interests can derail the directions of the team. Strong adversarial factions may develop around engineering and business ...
... create an environment where work can be delegated and collaborated on effectively. • Tolerate ambiguity/pursue perfection. The early phases of any project are highly open and fluid experiences where the unknown heavily outweighs the ...
... created with the intent to change the state of the world by modifying, 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 ...
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 |