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 86.
... someone else's expense ) , or use examples that make points through comedic means . How to use this book If at any point you get bored , or find the examples distracting , skip ahead . I wrote this book with consideration for people who ...
... someone who was at least technical enough to work with and earn the respect of programmers, but also someone who had talents and interests for broader participation in how products were made. For this role to work, he'd have to enjoy ...
... someone who played a similar kind of role (either they were engineers or business types, or on rare occasions, designers). Many companies use team structures for organizing work, but few define roles that cross over engineering and ...
... 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 and let things happen, is a sense project managers need to develop. • Courage/fear. One ...
... someone to take decisive action) and retreat to tracking the efforts of others instead of facilitating or even participating in them. If all someone does is keep score and watch from the sidelines, he might be better suited for the ...
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 |