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 88.
... situations . Despite the broad title of this book , most of my working experience comes from the tech sector , and in particular , Microsoft Corporation . I worked there from 1994 to 2003 , leading teams of people on projects such as ...
... situation- and narrative - focused . The experiences and stories are real , and they are the basis for the lessons and tactics — not the other way around . I deliberately avoid drawing lines between different academic subjects because ...
... situations. Each chapter takes on a different high-level task, provides a basic framework, and offers tactics for successfully completing the task. However, in this opening chapter, I need to take a different approach: there are three ...
... situations where it seemed improbable that anyone else in the universe ever managed anything as complex as what you were doing. I suggested to this developer friend that he wander into the back of his favorite lunch establishment on a ...
... situations that come through the hospital doors . It's not surprising that this is the profession that invented the process of triage , a term commonly used on software projects to prioritize issues and defects ( discussed in Chapter 15 ) ...
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 |