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 94.
... PLANS 2 The truth about schedules 23 3 How to figure out what to do 43 4 Writing the good vision 69 5 Where ideas come from 89 6 What to do with ideas once you have them 113 Part Two SKILLS 7 Writing good specifications 135 8 How to ...
... planning processes ? Or when the Chrysler Building was built in New York City and the Parthenon in Athens , did the project leaders plan and estimate their construction in the same way my programmers did ? What were the interesting ...
... planning , executing , and refining . ( However , you should never go to a kitchen for medical treatment or eat in an emergency room . ) This point , and many others in Gawande's enlightening book , holds true for software development ...
... plans (if any), and a business analyst or marketing person does the planning or requirements work. Anything else that might qualify as project management simply gets distributed across the team. Perhaps people on the team have been ...
... plans, generating project schedules, leading teams, doing strategic planning, running bug/defect triage, cultivating team morale, and doing anything else that needed to be done that no one else was doing (well). This new role at ...
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 |