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.
... people apply their own intelligence and wisdom , rather than their knowledge of specific technologies or theories . Over years of building things and comparing my experiences to those of other managers , programmers , and designers , I ...
... people's failures. We should use their experiences to leverage against the future. While the superficial details of ... people enough information to make connections among diverse ideas. 3 Karl Popper was a prominent philosopher of ...
... people get stuff done. It's all of the small bits of timely information transfer, like the one in this story, that make mediocre teams good and good teams great. No project- or bug-tracking system completely replaces the need for people ...
... people? B. If being a good PM requires a balancing act of attitudes, how can a PM make sure she is not going too far in one direction or another? How can a PM enlist the help of people she works with to keep her in balance? C. Make up a ...
... people's names next to them , that real calculations can be made and assumptions examined . This is true even for ... people understand what they need to do . Imagine if , when building a house , the builder gave one line item : “ House ...
Saturs
21 | |
23 | |
43 | |
69 | |
Where ideas come from | 89 |
What to do with ideas once you have them | 113 |
Part Two | 133 |
Writing good specifications | 135 |
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 |
How to make good decisions | 155 |
Communication and relationships | 175 |
process email and meetings | 193 |
index | 373 |
About the Author | 393 |