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 83.
... which means beginner's mind,1 or open mindan essential part of many martial arts disciplines. Staying curious and open is what makes growth possible, and it requires practice to maintain that mindset. To keep learning, we have to avoid ...
... is structured, what its culture is, and what the goals of the project are, project management can be an informal role (it's done by whomever, whenever necessary) or highly defined (Vincent, Claude, and Raphael are full-time project ...
... was not a gofer or a lackey, but a leader and a driver, the dynamics of how development teams worked at Microsoft changed forever. This role of program manager was what I did through most of my career at Microsoft, and I worked on ...
... Is there a special job for the project leader, or is the work of project management distributed across different ... What's different and what's the same? D. Think of a project you worked on that failed. What did you learn and how did ...
... is a draft schedule suggesting specific dates and times for when things have to be ready, it's unlikely that ... what needs to be done. And specific to PMs: with a draft schedule in place, questions about how realistic certain things are can ...
Saturs
1 | |
21 | |
23 | |
43 | |
69 | |
Where ideas come from | 89 |
What to do with ideas once you have them | 113 |
Part Two | 133 |
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 |
Writing good specifications | 135 |
How to make good decisions | 155 |
Communication and relationships | 175 |
process email and meetings | 193 |
index | 373 |
About the Author | 393 |