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 76.
... specific technologies or theories. Over years of building things and comparing my experiences to those of other managers, programmers, and designers, I've learned how to manage projects well. This book is a summation of those ideas. It ...
... specific problem they need advice on right away . The chapters stand up well on their own , particularly those on human nature ( Chapters 8-13 and Chapter 16 ) . However , there is some benefit to reading it straight through ; some ...
... specific hierarchies, job titles, or methods. So, if you work on a project and have at least some responsibility for its outcome, what follows will apply to you. And should your business card happen to say project manager on it, all the ...
... specific way toward a specific goal — is simple . I'll allude to these concepts in many chapters . So , if I make references that are out of the stereotypical bounds of software development , I hope you'll understand why . And when I ...
... specific point was about productivity. The first time anyone sees the quick task management and coordination that occur in a busy professional kitchen, he's likely to reconsider how difficult his own job is. Cooks are often juggling ...
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 |