#^R.E.A.D.^ Making Things Happen Mastering Project Management (Theory in Practice) PDF eBook

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#^R.E.A.D.^ Making Things Happen: Mastering Project Management (Theory in

Practice) PDF eBook


#^R.E.A.D.^ Making Things Happen: Mastering Project Management (Theory in Practice) PDF

eBook

#^R.E.A.D.^ Making

Things Happen:

Mastering Project

Management (Theory

in Practice) PDF

eBook

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

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