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 76.
... kind of project. The examples are from software development, but many concepts apply easily to other kinds of work. You might be the official team leader, or simply one of the more experienced people on the team. While some topics may ...
... kind of knowledge. Perhaps it's fear of what they'll find (and the fear of being held accountable for it). Or maybe it's just a lack of interest on anyone's part to review painful or frustrating experiences when time could be spent ...
... kind of clear authority for project management-type issues, development teams can run into trouble. If there is no clear owner for leading bug triage, or no one is dedicated to tracking the schedule and flagging problems, those tasks ...
... kind of role (either they were engineers or business types, or on rare occasions, designers). Many companies use team structures for organizing work, but few define roles that cross over engineering and business hierarchies deliberately ...
... kind. of. involvement. All managersfrom Fortune 500 executives to coaches of sports teamsare vulnerable to over ... kind of asset as those who do. Managers are not hired to contribute a linear amount of 14 CHAPTER ONE The right kind of ...
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 |