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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1.–5. rezultāts no 68.
... solving , and leadership . If you're a team member , project manager , or even a non - technical stakeholder , Berkun offers dozens of practical tools and techniques you can use , and questions you can ask , to ensure your projects ...
... solve become serious. As we'll discuss in Chapter 10, just because a book or an executive says to do something, or because a technique was employed last month or last year, doesn't mean it applies today. Every team and project is ...
... solve. If they are so unreliable, why bother with them at all? Schedules serve several different purposes—only some of which are focused on measuring the use of time. Schedules. have. three. purposes. All schedules, whether for planning a ...
... solve all of the problems that projects have. A schedule cannot remedy bad design or engineering practices, nor can it protect a project from weak leadership, unclear goals, and poor communication. So, for as much time as it takes to ...
... solve his problem. Of course, I'd have to help find answers to his questions, and possibly debate the issues I felt it was his job to investigate, but at least we'd be talking about getting better estimates. Here are some additional ...
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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 |