The Art of Project Management By Scott Berkun
...............................................
Publisher: O'Reilly
Pub Date: April 2005
ISBN: 0-596-00786-8
Pages: 392
Copyright
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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