I understand that there is no silver bullet solution, but when I tried to reread some chapters to apply on my project I had a feeling that solution was slipping away. As someone who alternatively manages a worldwide team of open source developers and works in a much smaller role inside a large corporation, I found Berkun’s practical, intelligent, and multi-disciplined approach to the art and science of getting things done in groups immediately applicable and extremely effective. Making Things Happen is method agnostic – no recourse to PMBOK® Guide or the PRINCE2® handbooks – which again, is no bad thing. Use iterations, or the progressive refinement of a prototype, to ask questions, evaluate progress, and decide the next steps. If you still aren’t sure how to proceed yet, then it probably means you need to spend more time investing in yourself and finding your purpose.

Someone needs to define the requirements to which the project is responding, and get them approved by all interested parties. The book makes an effort to recognize that processes should support the workers, not the other way around, so the topics are not obsessed with schedules and charts and the rigidity you find in most pm books. Project management has a long history – everything that has been built in the world is project managed by someone. if your job includes any kind of project management especially in the world of web development, you might want to have a look at this. Divide the LEGOs into two piles, putting the same number and the same types of pieces into each pile.

This book provides very general strategies and tactics to carry out successful software project management, including communication, politics.

the notion that schedules are highly uncertain at the beginning and become more certain over time is common sense, but when that is combined with approaches for developing specifications or making decisions or managing risk, it becomes a powerful foundation for running a project. The trick is to be mindful, to pay attention to yourself, your environment and how you are spending your time. Courage/Fear: One of the biggest misconceptions of our culture is that brave people don’t experience fear. The challenge is to **reduce the scope of the changes** until you have a satisfactory finished product. Make these reasons conscious, add to them, deepen them, keep them in your mind, as you move towards your goal, and revisit them when the going gets tough.Read more about the condition New: A new, unread, unused book in perfect condition with no missing or damaged pages. Daudz atsauces uz fizisko formātu (tāfeles, privātie ofisi, klātienes sapulce un komunikācija), kas mūsdienās kļūst mazāk aktuāli.

Of all the many books on project management, ‘The art of project management’ is by far the most easy to read and entertaining. The Myths of Innovation is his second book: he wrote the best seller, The Art of Project Management (O'Reilly 2005). Highly recommended for both novice and experienced project managers seeking effective, hands-on guidance.In Part Two he dives into Skills, with topics like “How to make good decisions”, communications, meetings, and how to not annoy people. If you'd like an alternative size not specified above, please get in contact with your preferred size and we will be happy to accommodate this for you. Just as the fact that we know where we are going does not help us find the best path when we come to an unknown fork in the road, knowing our requirements does not tell us anything about what decisions to make when we must choose between several solutions. Once it was clear how popular the text was going to be, O’Reilly and Berkun took out some of the superfluous bits, added in over 120 exercises and generally spruced it up to launch it into the best-seller list.

Between these two stages of making things happen, is found the art of leading long and complex projects to fruition. Relationships that correctly tell us how the value of one variable Y would change under interventions on a second variable Y are invariant. Inner driven-ness is an indicator that we have fears and doubts that can be sabotaging our efforts to create results. Since then, I’ve done a fair amount of self-discovery and, for the most part, have learned to change my thinking about the things I can’t control. Constraints are useful for finding ideas, but thinking outside the box is not necessarily the answer.

The resulting theory is a species of counterfactual theory that (I claim) avoids the difficulties and counterexamples that have infected alternative accounts of causation and explanation, from the Deductive-Nomological model onwards. I’ve been reading a new book from O’Reilly which, despite my intense aversion to books of this type, outshines its class. However, managers must avoid placing their own interests above those of the project and must delegate important and fun tasks, and share the rewards.