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Download Making Things Happen: Mastering Project Management (Theory in
Practice) (Ebook pdf)

Download Making Things Happen: Mastering Project Management (Theory in Practice) (Ebook pdf)
Download Making
Things Happen:
Mastering Project
Management (Theory
in Practice) (Ebook
pdf)
Description
Based on his nine years of experience as a program manager for Microsoftâ€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 youâ€re aware of them or not. They will also
influence your thinking and behavior whether youâ€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.) Donâ€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 doesnâ€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 (youâ€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 itâ€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!?―). 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 responsibility―),

regardless of whose fault it was, accelerates a teamâ€s recovery from a problem. 4. Get the
right people in the room Any major problem wonâ€t impact you alone. Identify who else is