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 25.
... too far. I'd built an elaborate spreadsheet to show multiple data views, and the large whiteboards in my office were covered with tables and A BRIEF HISTORY OF PROJECT MANAGEMENT (AND WHY YOU SHOULD CARE) 13 Confusing process with goals.
Mastering Project Management Scott Berkun. large whiteboards in my office were covered with tables and lists (and extra whiteboards were on the way). My boss let me run with it because things were going well. That is, until he saw me ...
... whiteboard and ask, “Hey Scott, what'cha doing?” And I'd smile and say, “Making good stuff happen.” It became a dominant part of how I approached each and every day, and when I managed others, this attitude extended out and across the ...
... whiteboard in the hallway , reminding the team of what needs to be done . And specific to PMs : with a draft schedule in place , questions about how realistic certain things are can be raised , and comparisons can be made between what ...
... whiteboard scribbling, everyone should know exactly what they're getting: a fuzzy scribble of an estimate. This means that good estimates are everyone's business, and it should be the work of the entire team—project managers and ...
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 |