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|1||A brief history of project management (and why you should care)||1|
|2||The truth about schedules||27|
|3||How to figure out what to do||51|
|4||Writing the good vision||85|
|5||Where ideas come from||111|
|6||What to do with ideas once you have them||141|
|7||Writing good specifications||169|
|8||How to make good decisions||195|
|9||Communication and relationships||223|
|10||How not to annoy people : process, email, and meetings||245|
|11||What to do when things go wrong||271|
|12||Why leadership is based on trust||307|
|13||How to make things happen||331|
|16||Power and politics||419|
Posted December 11, 2005
I've read a lot of books on project management, and Scott's book really stands out. Scott really captures the 'heart and soul' of project management. A good project manager will read this book and become a better project manager, and a novice will learn a great deal about how to run a good project. I especially like the 'lessons learned' aspect of this book -- I really got the sense that he's seen his share of projects, and he shares the ups and downs from his past in a way that's really informative. I can't recommend this book highly enough. (Disclosure: I was a technical reviewer for this book.)Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted May 12, 2005
Berkun touches upon many aspects of leading a technical group. Of all his remarks, I found the most relevant to my experience was when he talked about where ideas came from. He devotes a chapter to this. As an inventor, it was the most germane to me. While your background is probably different, being able to come up with original ideas and implementing them is a good ability to cultivate. Both in the context of project management and more broadly in any technical sphere. Berkun points out that creativity can be enhanced by persistent mental exercise. And that if you have had good ideas in the past, you should recall carefully the environments in which these occurred. Any commonalities imply that you might want to reproduce these in the future, to increase the odds of more good ideas. I and possibly many other inventors would concur. Creativity can be fickle and you need to tip the odds in your favour. Yes, if you are a hard core techie, this can seem frustratingly intangible. But important ideas might not arise from a low level focusing on solving a bug list. That may be necessary in your work, but insufficient for a broader vision.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted May 5, 2005
After reading this book I had a personal calling and came to the realization that my managment style of extreme micromanagment might be the reason for the high levels of atrition in my department. Using this amazing book as my guide I can see the changes in my relationship with my staff and more importantly in myself. Thank you Mr Berkun.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.