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 76.
... involved in making toaster ovens, skyscrapers, automobiles, web sites, and software products share many of the same challenges, and this book is primarily about overcoming those challenges. Unlike some other books on how to lead ...
... involved in project management and how they can be overcome. Although these points will be useful later on, they are not required to understand the following chapters. So, if you find the approach in this first chapter too wide for your ...
... involved in project leadership and management activity. By project management activity I mean leading the team in figuring out what the project is (planning, scheduling, and requirements gathering), shepherding the project through ...
... involved with these two functions, playing a role of both leadership and coordination. He'd be involved in the project from day one of planning, all the way through the last day of testing. It had to be someone who was at least ...
... involved in doing this, from early planning (Chapters 3 and 4), to spec writing (Chapter 7), to decision making (Chapter 8), to implementation management and release (Chapters 14 and 15). Beneath these skills, certain attitudes and ...
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 |