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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... strategy 301 16 Power and politics 329 Appendix A guide for discussion groups 353 Annotated bibliography 361 Acknowledgments 369 Photo credits Index 371 373 FOREWORD Something crazy happened with the first edition of this. Table of ...
... politics , and making things happen even in the face of great challenges and unfair situations . Despite the broad title of this book , most of my working experience comes from the tech sector , and in particular , Microsoft Corporation ...
... political, cross-organizational, or bureaucratic activities are unavoidable time sinks: someone has to be in the room, or be on the conference call, and they have to be patient. So, knowing when to force an issue, and when to back off ...
... politics. Other times, it's providing good, high-level plans or finding clever workarounds for unexpected situations. Because these contributions are harder to measure, many PMs struggle with the ambiguity of their role. As managers ...
... political revolution, space alien attack, etc.) are included, the timeline is differ- ent. If no possible failures are considered, the schedule cannot be credible. Its creator hasn't been creative or skeptical enough. The secret here is ...
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 |