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 57.
... impact on the quality of the work produced, and often the quality of life experienced by everyone involved. People will feel differently about their work, will say openly that they have a better understanding of what they're doing and ...
... impacts project schedules, and what can be done to avoid these problems is the subject of this chapter. But before we can figure out how to make better schedules, we first have to understand what problems schedules solve. If they are so ...
... impact others. It's only when the details are written down, with people's names next to them, that real calculations can be made and assumptions examined. This is true even for small teams or for individuals working alone. There is ...
... impact all projects, and project managers have to understand them before any scheduling work is ever done. But before we talk about that, we need to cover the components of a schedule. What. schedules. look. like. There is one basic rule ...
... impact the schedule have yet to be made. There will be issues and challenges, which no one can foresee, and there is no way an early speculative plan can possibly account for them. Until requirements are understood and high-level design ...
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 |