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The Art of Project Management

Posted: maestro on Dec 18 | Business E-Book

Product Details

• Paperback: 392 pages
• Publisher: O’Reilly Media, Inc.; 1 edition (April 21, 2005)
• Language: English
• ISBN-10: 0596007868
• ISBN-13: 978-0596007867
• Format: chm

Editorial Reviews
Book Description
The Art of Project Management covers it all–from practical methods for making sure work gets done right and on time, to the mindset that can make you a great leader motivating your team to do their best. Reading this was like reading the blueprint for how the best projects are managed at Microsoft… I wish we always put these lessons into action!” –Joe Belfiore, General Manager, E-home Division, Microsoft Corporation

“Berkun has written a fast paced, jargon-free and witty guide to what he wisely refers to as the ‘art’ of project management. It’s a great introduction to the discipline. Seasoned and new managers will benefit from Berkun’s perspectives.” –Joe Mirza, Director, CNET Networks (Cnet.com)

“Most books with the words ‘project management’ in the title are dry tomes. If that’s what you are expecting to hear from Berkun’s book, you will be pleasantly surprised. Sure, it’s about project management. But it’s also about creativity, situational problem-solving, and leadership. If you’re a team member, project manager, or even a non-technical stakeholder, Scott offers dozens of practical tools and techniques you can use, and questions you can ask, to ensure your projects succeed.” –Bill Bliss, Senior VP of product and customer experience, expedia.com

In The Art of Project Management, you’ll learn from a veteran manager of software and web development how to plan, manage, and lead projects. This personal account of hard lessons learned over a decade of work in the industry distills complex concepts and challenges into practical nuggets of useful advice. Inspiring, funny, honest, and compelling, this is the book you and your team need to have within arms reach. It will serve you well with your current work, and on future projects to come.

Topics 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

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

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