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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... problems, those tasks might lag dangerously behind individual, programming-centric activities. While I think many of the ... problem for Microsoft and many other companies). A wise man named Jabe Blumenthal realized that there could be a ...
... problems. Good schedules come only from a leader or a team that relentlessly pursues and achieves good judgment in ... problem isn't in the schedule itselfit's in how the schedule is used. If ever a schedule is shown in a team meeting ...
... problems early on. Most of these came from asking questions about what went wrong after a project was completed, and trying to find a question someone could have asked early on that would have avoided the problem. (What was missing ...
... problem solver. Good design process isn't taught in many computer science programs, despite how essential it is to ... problem space. One of the magic variables in scheduling is how experienced the team is with the kind of problems it is ...
... problems (Yes, my computer explodes whenever I hit the Space bar), but it is also problematic because, in most cases, customers are not designers. They ... problem, there may be many ways to solve 52 CHAPTER THREE The customer perspective.
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 |