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 55.
... entire 200-person projects. Others use the title for line-level junior ... team in figuring out what the project is (planning, scheduling, and ... team. Perhaps people on the team have been hired for their interest beyond writing code ...
... entire team. As much as ego can be a fuel, a good project manager has to recognize when his ego is getting in the way. Autocrat/delegator. In some situations, the most important things are a clear line of authority and a quick ...
... team. Project managers play a critical role in making that flow active and healthy. But whether it's little or big things, the actions and decisions managers make should have clear benefits for the entire team. It might take a week or a ...
... whole, and to invest in making her pieces work with the others. Until there ... teams or for individuals working alone. There is psychological power in a ... team of what needs to be done. And specific to PMs: with a draft schedule in ...
... team is that methodology fixation can signal what is truly important to the ... team's sociology. By focusing on method and procedure, instead of building ... entire process. I'm doing this to provide the simplest footing to explain ...
Saturs
1 | |
21 | |
23 | |
43 | |
69 | |
Where ideas come from | 89 |
What to do with ideas once you have them | 113 |
Part Two | 133 |
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 |
Writing good specifications | 135 |
How to make good decisions | 155 |
Communication and relationships | 175 |
process email and meetings | 193 |
index | 373 |
About the Author | 393 |