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 31.
... vision? • What probabilities were used in making estimates? 90%? 70%? 50%? Was this expressed in the master high-level schedule? Was the client/VP/customer aware ... vision document X Poorly written or no 38 CHAPTER TWO The snowball effect.
... vision and skeptical in the schedule . A major psychological challenge for scheduling is to make use of proper skepticism , without deflating the passion and motivation of the team . Unlike the creation of a vision document , where ...
... Vision/scope document. A vision document encapsulates all available thinking about what a project might be into a single composition. If an MRD exists, a vision document should inherit and refer heavily to it. A vision document defines ...
... vision document could have helped , but that was impossible because the business challenges of the Internet were so new to the industry ( circa 1997 ) . However , had we been sharing each other's knowledge , instead of resisting it , we ...
... vision document , raising new questions for the MRD that improve it before it's finalized . This pattern repeats MRD Vision Specifications WBS FIGURE 3-3 . The feedback between HOW TO FIGURE OUT WHAT TO DO 59 The process of planning.
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 |