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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... Depending on how an organization is structured, what its culture is, and what the goals of the project are, project management can be an informal role (“it's done by whomever, whenever necessary”) or highly defined (“Vincent, Claude ...
... Depending on the methodologies you use, these kinds of work will be called different things, but all methodologies have time dedicated to these three activities. On any given day, or any given hour, you're 3 See Watts S. Humphrey's ...
... Depending on the larger plan , each phase might dedicate more time to design or test . A phase could be divided into two smaller phases ( approaching a more agile style of development ) , or two phases could be combined together ...
... Depending on which contingencies (design failures, political revolution, space alien attack, etc.) are included, the timeline is differ- ent. If no possible failures are considered, the schedule cannot be credible. Its creator hasn't ...
... depending on the high- level intentions of the entire project . • Estimates should be based on previous performance . It's a good habit for pro- grammers to track their estimates over projects . It should be part of their discussions ...
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 |