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 83.
... defined by the Japanese word shoshin — which means beginner's mind , 1 or open mind — an essential part of many martial arts disciplines . Staying curious and open is what makes growth possible , and it requires practice to maintain ...
... defined (“Vincent, Claude, and Raphael are full-time project managers”). In this book, I'll primarily use the phrase project manager, or PM, to refer to whoever is involved in project leadership and management activity. By project ...
... define roles that cross over engineering and business hierarchies deliberately. Today, there are more than 5,000 program managers at Microsoft (out of more than 80,000 total employees), and although the power of the idea has been ...
... defined roles (see Chapter 9) might help those people to organize around the work, but the formation of roles is not the goal. A checklist might help those people do the work in a way that meets the goal, but the checklist is not the ...
... define it). • Program management is Microsoft's strongly defined project management role. It is derived from the idea of a matrix organization. • Leadership and management require an understanding of, and intuition for, several common ...
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 |