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 89.
... decisions because they don't fully understand the subtleties of what's involved. The balancing act here is to recognize which view of the project is most use- ful for the problem or decision at hand, and to comfortably switch between ...
... decisions managers make should have clear benefits for the entire team. It might take a week or a month to become visible, but a good project manager will create a positive impact on the quality of the work produced, and often the ...
... decisions and timings have greater odds of impacting others . When you have a handful of people working on a small team , the odds of people recognizing problems in each other's work are much higher . Schedule slips on small teams aren ...
... decisions become clear , the variance narrows , but it's still large . It's only when the project is in implementation that the range of schedule estimation becomes reasonable , but even then , there is still a 20 % swing in how ...
... decision the team makes, from design choices to estimations, is the basis for many of the decisions that follow. An oversight early on in the process that is discovered later on will have an amplified impact on the project. This ...
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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 |