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 87.
... project. Depending on how an organization is structured, what its culture is, and what the goals of the project are, project management can be an informal role (“it's done by whomever, whenever necessary”) or highly defined (“Vincent ...
... project manager is the person pushing for action, forcing others to keep ... goals that will be achieved. At the same time, there is a need for ... project management is that success requires change. New projects are created with the ...
Mastering Project Management Scott Berkun. to separate them, managing well ... goals. Some PMs in this situation resort to quantifying things that don't ... project grows, the amount of unnecessary attention paid to charts, tables ...
... project is your team. Manage the team, not the checklists. If the checklists help you manage the team, great. But ... goals—not inhibit them. I'm confident that as long as the PM is paying attention and has earned the team's trust, any ...
Mastering Project Management Scott Berkun. • Watch out for pretension and over-involvement in your management ... goals. What would happen to the quality of work? What would the role of project manager be like? What does this say about ...
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 |