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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1.–5. rezultāts no 53.
... feel free to move on to Chapter 2 and the core of this book. Using. history. Project management, as an idea, goes back a very long way. If you think about all of the things that have been built in the history of civilization, we have ...
... feels that because web development requires him to make complex engineering decisions—designing and coordinating as he goes, verifying changes in a matter of hours or even minutes, and then publishing it all to the world—his project and ...
... feel no fear. This is a lie. The brave are those who feel fear but choose to take action anyway. A project manager must have a healthy respect for all the things that can go wrong and see them as entirely possible. But a project manager ...
... feel differently about their work, will say openly that they have a better understanding of what they're doing and why, and feel better about what's coming next than they did before. This kind of change only happens one meeting ...
... feel this attitude, and the core ideas of this opening chapter, come through. Summary. Each chapter in this book will end with a short summary of key points to help you review later: • Project management is everywhere, and it's been ...
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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 |