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 86.
... meetings 193 11 What to do when things go wrong 213 Part Three MANAGEMENT 12 Why leadership is based on trust 241 13 Making things happen 259 14 Middle-game strategy 279 15 End-game strategy 301 16 Power and politics 329 Appendix A ...
... meetings, most teams within the company slowly adopted the role. Say what you will, good or bad, about the resulting products, but the idea makes sense. By defining a role for a line-level generalist who was not a gofer or a lackey, but ...
... meetings, negotiations, hallway discussions, and brainstorming sessions, and the project manager must be effective at both understanding and communicating ideas face to face. The larger the organization or the project is, the more ...
... meeting, decision, or discussion at a time, but over the course of a project, that vibe and energy can shift and ... meetings, drop by more offices, and talk to more individual contributors than any other person. They may make or ...
... meetings at work, and friends arrive 10 minutes late at the bar for drinks. We believe that being on time isn't about targeting a specific moment but instead is about being within a range of moments. And for some that range is wider ...
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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 |