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 42.
... won't need me to spend time slowly constructing elaborate frameworks of information. Instead, I will get to the point and spend time there. I assume you're a peerperhaps with more, less, or different experiencewho has dropped by for ...
... won't focus on this list of paradoxes heavily again (although it comes up a few times later on), it is a worthy reference. Looking at this list of conflicting but necessary forces can help you step back, reconsider what you're doing and ...
... won't technically be their fault). To minimize the possibility of confusion, good project managers resist defining strict boundaries around kinds of work they are willing or not willing to do. They avoid bright yellow lines between ...
... won't necessarily be the best design thinker or problem solver. Good design process isn't taught in many computer science programs, despite how essential it is to thinking about and approaching engineering projects. See Chapters 5 and 6 ...
... organizational operating costs) does it have? Over what time period? What won't we build so that we can build this? Will it contribute to our long-term business strategy or HOW TO FIGURE OUT WHAT TO DO 49 The business perspective.
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 |