Making Things Happen : Mastering Project Management
Scott. Berkun
Bok Engelsk 2008 · Electronic books.
| Annen tittel | |
|---|---|
| Medvirkende | Berkun, Scott (Contributor)
|
| Utgitt | Sebastopol : : O'Reilly Media, , 2008.
|
| Omfang | 1 online resource (438 p.)
|
| Utgave | Rev. ed.
|
| Opplysninger | Description based upon print version of record.. - Making Things Happen; PREFACE; Assumptions I&ve made about you in writing this book; How to use this book; How to contact us; Safari® Books Online; 1. A brief history of project management (and why you should care); Web development, kitchens, and emergency rooms; The role of project management; Program and project management at Microsoft; The balancing act of project management; Pressure and distraction; The right kind of involvement; Project managers create unique value; Summary; Exercises; I. PART ONE: PLANS; Silver bullets and methodologies; What schedules look like. - Catalog of common bad ways to decide what to doThe process of planning; Customer research and its abuses; Bringing it all together: requirements; Integrating business and technology requirements; Summary; Exercises; 4. Writing the good vision; How much vision do you need?; The five qualities of good visions; Intentional (goal-driven); Consolidated; Inspirational; Memorable; The key points to cover; On writing well; Writing well requires one primary writer; Volume is not quality; Drafting, reviewing, and revising; A catalog of lame vision statements (which should be avoided). - Divide and conquer (big schedules = many little schedules)Why schedules fail; A schedule is a probability; Estimating is difficult; Good estimates come from good designs; The common oversights; The snowball effect; What must happen for schedules to work; Summary; Exercises; 3. How to figure out what to do; How organizations impact planning; Common planning deliverables; Approaching plans: the three perspectives; The technology perspective; The customer perspective; The magical interdisciplinary view; Asking the right questions; What if there&s no time?. - Examples of visions and goalsVisions should be visual; The vision sanity check: daily worship; Summary; Exercises; 5. Where ideas come from; Design exploration; Fear of the gap and the idea of progress; There are bad ideas; Thinking in and out of boxes is OK; Good questions attract good ideas; Creative questions; Rhetorical questions; Bad ideas lead to good ideas; Perspective and improvisation; More approaches for generating ideas; The customer experience starts the design; A design is a series of conversations; Summary; Exercises; 6. What to do with ideas once you have them. - How to manage open issues. - Managing ideas demands a steady handCreative work has momentum; Checkpoints for design phases; How to consolidate ideas; Prototypes are your friends; Prototyping for projects with user interfaces; Prototyping for projects without user interfaces; Prototypes support programmers; Alternatives increase the probability of success; Questions for iterations; The open-issues list; Summary; Exercises; II. PART TWO: SKILLS; Deciding what to specify; Specifying is not designing; Good specs simplify; Ensure the right thing will happen; Who, when, and how; When are specs complete?. - 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-tec
|
| Emner | |
| Sjanger | |
| Dewey | |
| ISBN | 9780596517717
|
