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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6.–10. rezultāts no 74.
... simple incontrovertible fact: project managers or leaders spend more time with each person on the team than anyone else. They are in more meetings, drop by more offices, and talk to more individual contributors than any other person ...
... simple view of scheduling is almost all you'll need in order to understand the concepts in the rest of the chapter. Why. schedules. fail. Project schedules are the easy scapegoats for everything that can possibly go wrong. If someone ...
... 10 million project for a fault - tolerant operating system . Generally , the more people and complexity you're dealing with , the more planning structure you need . However , even simple , one 44 CHAPTER THREE Software planning demystified.
... simple but handy view of planning . If you don't know what you need to do , it's too early to figure out how to do it . These three activities - requirements gathering , designing / specifying , and implementing — are deep subjects and ...
... simple (a spreadsheet) or very complex (charts and tools), depending on the needs of the project. Chapters 7 and 13 will touch on WBS-type activities. WBS defines the “how” of a project from a team perspective. (Some agile methods use ...
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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 |