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.
Mastering Project Management Scott Berkun. I. n many organizations, the person leading a project doesn't have the job title project manager. That's OK. Everyone manages projects in their daily work, whether they are working alone or ...
... person experiences and observations. Often, seeing things firsthand is the only way to give people enough information to make connections among diverse ideas. 3 Karl Popper was a prominent philosopher of science in the 20th century. See ...
... person for a few minutes. Watch how orders are placed, tracked, constructed, and delivered. If you go on a busy day, you'll think differently about how software bugs are opened, tracked, and fixed.) Another interesting field lesson in ...
... person projects. Others use the title for line-level junior managers, each responsible for a small area of a large ... person doing project management tasks, even though it's not her primary job” or “person thinking about the project at ...
... person pushing for action, forcing others to keep work lean and focused. But in some situations, impa- tience works against the project. Some political, cross-organizational, or bureaucratic activities are unavoidable time sinks ...
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 |