Cantitate/Preț
Produs

Making Things Happen: Mastering Project Management

De (autor)
Notă GoodReads:
en Limba Engleză Paperback – 04 Apr 2008

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.

Based on his nine years of experience as a program manager for Internet Explorer, and lead program manager for Windows and MSN, Berkun explains to technical and non-technical readers alike what it takes to get through a large software or web development project. Making Things Happen doesn't cite specific methods, but focuses on philosophy and strategy. Unlike other project management books, Berkun offers personal essays in a comfortable style and easy tone that emulate the relationship of a wise project manager who gives good, entertaining and passionate advice to those who ask.

Topics in this new edition include:

  • How to make things happen
  • Making good decisions
  • Specifications and requirements
  • Ideas and what to do with them
  • How not to annoy people
  • Leadership and trust
  • The truth about making dates
  • What to do when things go wrong

Complete with a new forward from the author and a discussion guide for forming reading groups/teams, Making Things Happen offers in-depth exercises to help you apply lessons from the book to your job. It is inspiring, funny, honest, and compelling, and definitely the one book that you and your team need to have within arm's reach throughout the life of your project.

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.

Citește tot Restrânge

Preț: 21878 lei

Puncte Express: 328

Preț estimativ în valută:
4249 4572$ 3803£

Carte disponibilă

Livrare economică 17-23 februarie
Livrare express 14-18 februarie pentru 2987 lei

Preluare comenzi: 021 569.72.76

Specificații

ISBN-13: 9780596517717
ISBN-10: 0596517718
Pagini: 408
Ilustrații: 1, black & white illustrations
Dimensiuni: 178 x 231 x 22 mm
Greutate: 0.69 kg
Ediția: Revised
Editura: O'Reilly

Cuprins

FOREWORD;
PREFACE;
Who should read this book;
Assumptions I've made about you in writing this book;
How to use this book;
How to contact us;
Safari® Books Online;
Chapter 1: A brief history of project management (and why you should care);
1.1 Using history;
1.2 Web development, kitchens, and emergency rooms;
1.3 The role of project management;
1.4 Program and project management at Microsoft;
1.5 The balancing act of project management;
1.6 Pressure and distraction;
1.7 The right kind of involvement;
1.8 Summary;
1.9 Exercises;
PART ONE: PLANS;
Chapter 2: The truth about schedules;
2.1 Schedules have three purposes;
2.2 Silver bullets and methodologies;
2.3 What schedules look like;
2.4 Why schedules fail;
2.5 What must happen for schedules to work;
2.6 Summary;
2.7 Exercises;
Chapter 3: How to figure out what to do;
3.1 Software planning demystified;
3.2 Approaching plans: the three perspectives;
3.3 The magical interdisciplinary view;
3.4 Asking the right questions;
3.5 Catalog of common bad ways to decide what to do;
3.6 The process of planning;
3.7 Customer research and its abuses;
3.8 Bringing it all together: requirements;
3.9 Summary;
3.10 Exercises;
Chapter 4: Writing the good vision;
4.1 The value of writing things down;
4.2 How much vision do you need?;
4.3 The five qualities of good visions;
4.4 The key points to cover;
4.5 On writing well;
4.6 Drafting, reviewing, and revising;
4.7 A catalog of lame vision statements (which should be avoided);
4.8 Examples of visions and goals;
4.9 Visions should be visual;
4.10 The vision sanity check: daily worship;
4.11 Summary;
4.12 Exercises;
Chapter 5: Where ideas come from;
5.1 The gap from requirements to solutions;
5.2 There are bad ideas;
5.3 Thinking in and out of boxes is OK;
5.4 Good questions attract good ideas;
5.5 Bad ideas lead to good ideas;
5.6 Perspective and improvisation;
5.7 The customer experience starts the design;
5.8 A design is a series of conversations;
5.9 Summary;
5.10 Exercises;
Chapter 6: What to do with ideas once you have them;
6.1 Ideas get out of control;
6.2 Managing ideas demands a steady hand;
6.3 Checkpoints for design phases;
6.4 How to consolidate ideas;
6.5 Prototypes are your friends;
6.6 Questions for iterations;
6.7 The open-issues list;
6.8 Summary;
6.9 Exercises;
PART TWO: SKILLS;
Chapter 7: Writing good specifications;
7.1 What specifications can and cannot do;
7.2 Deciding what to specify;
7.3 Specifying is not designing;
7.4 Who, when, and how;
7.5 When are specs complete?;
7.6 Reviews and feedback;
7.7 Summary;
7.8 Exercises;
Chapter 8: How to make good decisions;
8.1 Sizing up a decision (what's at stake);
8.2 Finding and weighing options;
8.3 Information is a flashlight;
8.4 The courage to decide;
8.5 Paying attention and looking back;
8.6 Summary;
8.7 Exercises;
Chapter 9: Communication and relationships;
9.1 Management through conversation;
9.2 A basic model of communication;
9.3 Common communication problems;
9.4 Projects depend on relationships;
9.5 The best work attitude;
9.6 Summary;
9.7 Exercises;
Chapter 10: How not to annoy people: process, email, and meetings;
10.1 A summary of why people get annoyed;
10.2 The effects of good process;
10.3 Non-annoying email;
10.4 How to run the non-annoying meeting;
10.5 Summary;
10.6 Exercises;
Chapter 11: What to do when things go wrong;
11.1 Apply the rough guide;
11.2 Common situations to expect;
11.3 Take responsibility;
11.4 Damage control;
11.5 Conflict resolution and negotiation;
11.6 Roles and clear authority;
11.7 An emotional toolkit: pressure, feelings about feelings, and the hero complex;
11.8 Summary;
11.9 Exercises;
PART THREE: MANAGEMENT;
Chapter 12: Why leadership is based on trust;
12.1 Building and losing trust;
12.2 Make trust clear (create green lights);
12.3 The different kinds of power;
12.4 Trusting others;
12.5 Trust is insurance against adversity;
12.6 Models, questions, and conflicts;
12.7 Trust and making mistakes;
12.8 Trust in yourself (self-reliance);
12.9 Summary;
12.10 Exercises;
Chapter 13: Making things happen;
13.1 Priorities make things happen;
13.2 Things happen when you say no;
13.3 Keeping it real;
13.4 Know the critical path;
13.5 Be relentless;
13.6 Be savvy;
13.7 Summary;
13.8 Exercises;
Chapter 14: Middle-game strategy;
14.1 Flying ahead of the plane;
14.2 Taking safe action;
14.3 The coding pipeline;
14.4 Hitting moving targets;
14.5 Summary;
14.6 Exercises;
Chapter 15: End-game strategy;
15.1 Big deadlines are just several small deadlines;
15.2 Elements of measurement;
15.3 Elements of control;
15.4 The end of end-game;
15.5 Party time;
15.6 Summary;
15.7 Exercises;
Chapter 16: Power and politics;
16.1 The day I became political;
16.2 The sources of power;
16.3 The misuse of power;
16.4 How to solve political problems;
16.5 Know the playing field;
16.6 Summary;
16.7 Exercises;
A guide for discussion groups;
Introducing the project management clinic;
How to start your own discussion group;
Sample discussion topics;
ANNOTATED BIBLIOGRAPHY;
ACKNOWLEDGMENTS;
For this revised edition;
From the previous edition;
PHOTO CREDITS;
COLOPHON;