[2/3] The Art of Project Management (The art of managing IT projects) (Category Management)
Continue. story About this book by Scott Berkun, which started earlier, I would like to talk about the second part of the book.Skills"
7) Writing good specifications A good specification has triple benefits. Provides direction and some guarantees to create the right product Fixes a checkpoint when project planning is completed Provides an opportunity to discuss and collect feedback on where the project is going Designing specifications is not the same as designing, because we are describing what we want to do, not how.
8) How to make good decisions First, you need to learn how to make decisions about which decisions to take time and which to make without thinking. It is important to understand the consequences of a decision before spending your time on it. You need to be able to compare worthwhile decisions on a list of criteria. Information and data won’t make the decision for you, so don’t constantly try to collect more data.)
9) Communication and relationships The project moves forward through the communication of people in a team, and the quality of communication is important. Good relationships improve and accelerate communication, and bad relationships can paralyze the project. There are typical communication problems that a good project manager should be able to identify and capture:
- Wrong assumptions.
- Lack of clarity
- Reluctance to listen
- A dictatorship.
- Conversion of concepts
- Personal attacks and rebukes To improve relationships, it is often enough to allocate and fix roles.
10) How not to annoy people: process, email, and meetings In this chapter, the author explains how not to irritate other people by doing non-invasive processes, as well as observing the basic rules of sending letters and holding meetings. In principle, the advice is good, but quite basic.
11) What to do when things go wrong Here the author famously talks about how to behave in a difficult situation. It is necessary to start with the fact that to remain calm and try to act on the principle of divide and conquer, separately solving sub-problems included in one common. The author analyzes how to act in standard situations: when there was a miscalculation in the schedule, you are forced to irrational actions, you have a lack of resources, low quality of the project, changed direction or even if there is a threat of rebellion. It is important to take responsibility and take the problem into your own hands. At the same time, the author provides a basis for negotiating and delimiting powers in solving problems. The chapter ends with how people respond to the pressures of circumstances. (||differently||)
End of the story in next post
#Management #Agile #Project #Leadership #SelfDevelopment #Software #Processes