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 66.
... perspectives." —Joe Mirza. Director, CNET Networks (Cnetcorn) “Most books with the words Ipro_,-"ect management' in the titie are dry tomes. if that's what you are expecting from Berkun's book, you vviii be pieasantiy surprised. Sure ...
... perspective of the project. The PM will understand the business view of the project as well as the technical view, and he'll help the team translate between them when necessary. That wider perspective makes it possible to deliver ...
... perspective and choose to make use of it. There is one simple incontrovertible fact: project managers or leaders spend more time with each person on the team than anyone else. They are in more meetings, drop by more offices, and talk to ...
... perspective of the team and project. Exercises. A. Pick your favorite friend who works in or studies a field other than yours. How does he manage his projects? Is there a special job for the project leader, or is the work of project ...
... perspective, attitude, or behavior. So, schedules are important forcing functions for projects. If used properly by a PM, schedules force everyone to carefully think through the work they need to do. This forcing function is a critical ...
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 |