Titlebook: Managing Projects in the Real World; The Tips and Tricks Melanie McBride Book 2014 Melanie McBride 2014

Commentary

Facilities

Effective Meetings in the Real Worldtcomes, and so on. You know what I’m talking about—and face it, we’ve all said those things before. Worse yet, as PMs we create those crappy meetings! Today companies go to great lengths to teach all of us how to have ., but we just don’t play that way. When was the last time you were in a meeting t

Eosinophils

Team Buildingis to forge a cohesive team from this collection of people as quickly as possible. Sadly, many PMs never develop that cohesive team because they aren’t paying attention to the team dynamics, nor are they taking deliberate actions to define just what that dynamic will be. This chapter considers just

Spinous-Process

The “Special” Onescess or failure. In fact there are the corner cases—what I like to call the “special” ones: the high-priority and low-priority projects as well as projects that feed into chaotic programs. Get assigned a high-priority project and you’ve got to hit the ground running and juggle a gazillion things at

轻信

You Have to Do the Workhe least appreciated and it’s not uncommon for junior PMs to cut this phase short, to produce a weak schedule and continue forward without a fully thought-out execution strategy. It’s my opinion that the primary reason projects fail is that the planning was inadequate. Of course, you can’t plan for

ellagic-acid

How to Develop a Robust Scheduleo about building a robust, dynamic schedule. This is the planning activity that becomes the core of your project plans so you really must invest the time to get it done and get it done right. Many PMs hate developing a schedule because it seems like a no-win proposition. No matter how much work you

oxidize

书法

遵循的规范

Leadership Showtimeroject budget, and you have multiple bosses. Sure, you can find good ideas from traditional leadership tomes, but there are some unique challenges that PMs face. I’m talking about the challenges in motivating and influencing a team because—face it—you’ve got to get the work done through other people

ABIDE