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 89.
... discussion guide for using the book with teams Revised and streamlined advice in every chapter US $ 39.99 ISBN : 978-0-596-51771-7 CAN $ 39.99 53999 9780596 517717 SCOTT BERKUN worked for 10 years at Microsoft Corporation on projects ...
... 301 16 Power and politics 329 Appendix A guide for discussion groups 353 Annotated bibliography 361 Acknowledgments 369 Photo credits Index 371 373 FOREWORD Something crazy happened with the first edition of this. Table of Contents.
... discussion guide to help you form groups to keep learning . If you are new to this book in any form , the Preface will fill you in on everything you need to know . Since the first edition was published two years ago, I've vii.
... discussion groups about the book , make sure to peek at the Appendix in the back . It explains what groups exist and gives you advice on how to start your own . And now , because you were smart and patient enough to read this entire ...
... discuss in Chapters 5 and 6, controlled ambiguity is essential for good ideas to surface, and a project manager must ... discussions, and brainstorming sessions, and the project manager must be effective at both understanding and ...
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 |