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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... there's an undeniable core set of concepts that most projects share . Curious about better ways to lead web and ... There will be more examples and lessons from history and modern industries that can be pulled from , compared with , and ...
... there's no comparison for daily intensity. If you doubt me, next time you're at that busy lunch place, ask your server if you can peek inside the kitchen. He might not let you, but if he does, you will not be disappointed. (Some ...
... There can be significant optimizations in working this way. As long as everyone is willing to pay the tax of ... there's one less employee that the team needs. Efficiency and simplicity are good things. But other times, the ...
... There is nothing more powerful for team morale than a respected leader who believes in what she is doing. It's important for a project manager to have confidence in the work being done and see true value in the goals that will be ...
... there are unavoidable design and testing costs that someone has to pay . When schedules slip , it's because there were hidden or ignored costs that were never accounted for . Piecemeal development ( the anti - project project ) It's ...
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 |