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 36.
... estimate their construction in the same way my programmers did? What were the interesting differences, and what can be gained by examining those differences? How about newspaper editors, who organize and plan for daily production of ...
... estimate based on weak assumptions, predict outcomes based on the best possible circumstances, and—given our prior experiences—simultaneously avoid placing confidence in schedules we see or create. Why we do this, how it impacts project ...
... estimation and back-of-the-envelope thing, but it's the simplest way to understand schedules. If you are experienced with scheduling, prepare to cringe—I'm oversimplifying the entire process. I'm doing this to provide the simplest ...
... estimate, misses a requirement, or gets hit by a bus, it's the schedule (and the person responsible for it) that catches the blame. If the nation's power supply were to go out for 10 days, or the team's best programmers were to catch ...
... estimation is done (as shown in Figure 2-3). If total schedule estimates are made early, they can be off by as much as 400%, in either direction (I suspect the errors are skewed against us, tending to take more time than we expect ...
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 |