PDF Ebook Making Things Happen: Mastering Project Management (Theory in Practice)
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Making Things Happen: Mastering Project Management (Theory in Practice)
PDF Ebook Making Things Happen: Mastering Project Management (Theory in Practice)
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Amazon.com Review
Based on his nine years of experience as a program manager for Microsoft’s biggest projects, Berkun explains to technical and non-technical readers alike what it takes to lead critical projects from start to finish. Here are 16 chapters on the critical and common challenges of leading projects and managing teams, diagrams, photography, and war stories of success and failure. Berkun offers practical tools and methods to make sure your projects succeed. What To Do When Things Go Wrong From Making Things Happen, Chapter 11 1. Calm down. Nothing makes a situation worse than basing your actions on fear, anger, or frustration. If something bad happens to you, you will have these emotions whether you’re aware of them or not. They will also influence your thinking and behavior whether you’re aware of it or not. (Rule of thumb: the less aware you are of your feelings, the more vulnerable you are to them influencing you.) Don’t flinch or overreact—be patient, keep breathing, and pay attention. 2. Evaluate the problem in relation to the project. Just because someone else thinks the sky has fallen doesn’t mean that it has. Is this really a problem at all? Whose problem is it? How much of the project (or its goals) is at risk or may need to change because of this situation: 5%? 20%? 90%? Put things in perspective. Will anyone die because of this mistake (you’re not a brain surgeon, are you?)? Will any cities be leveled? Plagues delivered on the innocent? Help everyone frame the problem to the right emotional and intellectual scale. Ask tons of questions and get people thinking rather than reacting. Work to eliminate assumptions. Make sure you have a tangible understanding of the problem and its true impact. Then, prioritize: emergency (now!), big concern (today), minor concern (this or next week), bogus (never). Know how long your fuse is to respond and prioritize this new issue against all existing work. If it’s a bogus issue, make sure whoever cried wolf learns some new questions to ask before raising the red flag again. 3. Calm down again. Now that you know something about the problem, you might really get upset (“How could those idiots let happen!?â€). Find a way to express emotions safely: scream at the sky, workout at the gym, or talk to a friend. But do express them. Know what works for you, and use it. Then return to the problem. Not only do you need to be calm to make good decisions, but you need your team to be calm. Pay attention to who is upset and help them calm down. Humor, candor, food, and drink are good places to start. Being calm and collected yourself goes a long way toward calming others. And taking responsibility for the situation (see the later section “Take responsibilityâ€), regardless of whose fault it was, accelerates a team’s recovery from a problem. 4. Get the right people in the room Any major problem won’t impact you alone. Identify who else is most responsible, knowledgeable, and useful and get them in together straight away. Pull them out of other meetings and tasks: if it’s urgent, act with urgency, and interrupt anything that stands in your way. Sit them down, close the door, and run through what you learned in step 2. Keep this group small; the more complex the issue, the smaller the group should be. Also, consider that (often) you might not be part of this group: get the people in the room, communicate the problem, and then delegate. Offer your support, but get out of their way (seriously—leave the room if you’re not needed). Clearly identify who is in charge for driving this issue to resolution, whether it’s you or someone else. 5. Explore alternatives. After answering any questions and clarifying the situation, figure out what your options are. Sometimes this might take some research: delegate it out. Make sure it’s flagged as urgent if necessary; don’t ever assume people understand how urgent something is. Be as specific as possible in your expectation for when answers are needed. 6. Make the simplest plan. Weigh the options, pick the best choice, and make a simple plan. The best available choice is the best available choice, no matter how much it sucks (a crisis is not the time for idealism). The more urgent the issue, the simpler your plan. The bigger the hole you’re in, the more direct your path out of it should be. Break the plan into simple steps to make sure no one gets confused. Identify two lists of people: those whose approval you need for the plan, and those who need to be informed of the plan before it is executed. Go to the first group, present the plan, consider their feedback, and get their support. Then communicate that information to the second group. 7. Execute. Make it happen. Ensure whoever is doing the work was involved in the process and has an intimate understanding of why he’s doing it. There is no room for assumption or ambiguity. Have specific checkpoints (hourly, daily, weekly) to make sure the plan has the desired effect and to force you and others in power to consider any additional effort that needs to be spent on this issue. If new problems do arise, start over at step 1. 8. Debrief. After the fire is out, get the right people in the room and generate a list of lessons learned. (This group may be different from the right people in step 4 because you want to include people impacted by, but not involved in, the decision process.) Ask the question: “What can we do next time to avoid this?†The bigger the issue, the more answers you’ll have to this question. Prioritize the list. Consider who should be responsible for making sure each of the first few items happens.
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About the Author
Scott Berkun worked on the Internet Explorer team at Microsoft from 1994-1999 and left the company in 2003 with the goal of writing enough books to fill a shelf. The Myths of Innovation is his second book: he wrote the best seller, The Art of Project Management (O'Reilly 2005). He makes a living writing, teaching and speaking. He teaches a graduate course in creative thinking at the University of Washington, runs the sacred places architecture tour at NYC's GEL conference, and writes about innovation, design and management on his personal website.
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Product details
Paperback: 410 pages
Publisher: O'Reilly Media; Revised edition (April 4, 2008)
Language: English
ISBN-10: 9780596517717
ISBN-13: 978-0596517717
ASIN: 0596517718
Product Dimensions:
7 x 1 x 9.2 inches
Shipping Weight: 1.4 pounds (View shipping rates and policies)
Average Customer Review:
4.3 out of 5 stars
64 customer reviews
Amazon Best Sellers Rank:
#62,416 in Books (See Top 100 in Books)
This is a solid book on project management. It covers a lot of fundamentals such as effective communication, decision-making, planning, and problem solving.It's good and full of a lot of useful information, but not great. Berkun worked at Microsoft and was a project manager on Internet Explorer 1.0 - 5.0.A caveat - Internet Explorer is not my favorite product (even pre-Mozilla). But it is a complex product that requires extensive analysis, design, development and testing - and Berkun clearly knows the product development process well.The book does not offer any overall paradigm or methodology for project management. Rather it has short sections on subjects such as 'requirements' where Berkun will share whatever gems of knowledge he amassed in his years at Microsoft. Though I'm normally partial to books where the author presents an overall technique, I do find his anecdotes / advice to be useful. It provides a general context to making good decisions in product development.The only place where I'd really fault the book is that it leans very heavily to a waterfall process, and some of the advice is definitely more useable in a large organization than in a small one. If the book had less waterfall assumptions, I'd probably be willing to give it 5 stars.Despite this, Berkun's insights are still quite useful to someone even in a small startup environment, or pursuing product development in an agile framework.The book can be a bit boring in some sections, but is always informative and offers good advice.
Good book covering the common difficulties of project management. Fantastic introduction to the profession with an emphasis on software development but can easily be applied to other projects. Discusses scheduling, smart planning, documentation, idea generation and management, decision-making, communication, relationship-building, strategy and other topics. Would recommend for those who want to get a good idea of some common problems and solutions of project management.
Good book for a beginner like me wanting to learn more about how to successfully make and execute a plan to get projects off the ground. I particularly enjoyed the author's anecdotes and lessons taken from his own experience. For something like a manual, it's a really enjoyable read!
"Making Things Happen" is a project management book that breaks away from the usual mold. There is so much emphasis on a PMP certification that many project management titles have become dry recitations of the PMBOK. Not so with this book!The book is eminently readable, and the advice is well-grounded in real-world experience. As I read the book, I found myself taking notes for how to apply the information to deal with issues that were coming up in my own projects.The tools from the PMBOK are valuable, but there are only so many times you can read a re-hash of an exam cram. "Making Things Happen" was a delightful read that reminded me why it is fun to run a project.
I had a friend refer this book to me, and I'm glad that I took the time to read through it. It's a book that is best digested on a chapter by chapter basis, rather than a cover-to-cover read. It doesn't explore ground-breaking concepts. It touches on project management topics, but it doesn't dwell on any single topic for too long. He says several times that there are more detailed books for any given topic, and references many of them. It's a book about how to approach a project, get it done correctly, and how to work with other people through its different phases. I interpreted the primary foci of the book to be completing projects by collaborating effectively with other people and adjusting management methods to fit the project, rather than trying to fit the project into a particular management method.The book is written in a funny and informal way that allows it to be read and re-read without feeling like you're opening a textbook. I enjoyed how there weren't straight up procedures for exactly how a project manager should go about doing his/her job. There were rough guides, diagrams, anecdotes, and some suggestions for things that a manager could do, but it seemed obvious to me that these were meant to be interpreted and adjusted to fit both the situation and your own style.I purchased this book on the Kindle. Now that I've read it, I'm considering purchasing an actual copy so I have one to flip through for reference in the future. I plan on referring this book to my coworkers as well. It has helped me define several things that I can work on to improve my success in my current job and any future jobs.
I am a project manager and found this book extremely helpful and insightful. PM training Is often from the text book, PMBOK, but this gets into daily lives of a PM. Very helpful.
I rented it, which was a mistake, it will take far too long to read! Tremendously useful, though
This is one of those books that should be read in chunks. It was surprising that the author tried to be economical with his words yet the book seemed to go on and on. In all fairness, the author didn't recommend that the book is read cover to cover. I guess I may refer back to this book if and when I have a project to lead but I recommend that you pick up pieces of the book rather than read it all the way through.
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