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 89.
... issues and defects (discussed in Chapter 15). The medical environment, especially trauma situations, offers a fascinating comparison for team-based work, high-stress decision making, and project outcomes that affect many people every ...
... issue, and when to back off and let things happen, is a sense project managers need to develop. • Courage/fear. One of ... issues to light. The balancing act is to somehow vigorously ask questions and challenge the assumptions of others ...
... issues as they arise. With these three purposes in mind, it's easy to see that perfect schedules don't solve all of the problems that projects have. A schedule cannot remedy bad design or engineering practices, nor can it protect a ...
... 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 is well underway, a project manager has too little ...
... issues I felt it was his job to investigate, but at least we'd be talking about getting better estimates. Here are some additional ways to ensure good estimates: • THE TRUTH ABOUT SCHEDULES 35 Good estimates come from good designs.
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 |