Saturday, March 20, 2010

Kitap: Making Things Happen

Making Things Happen (Scott Berkun, 2008) yazılım proje yönetimi hakkında bilgi ve deneyim sunuyor. Örneğin proje başlangıcında yapılan planların %400 hatalı olabileceği, planların sürekli güncellenmesi gerektiği ve ancak proje sonuna doğru güncellemelerin %20 hata payına inebileceği gibi... Puan: 2/3

[p.15] Managers are not hired to contribute a linear amount of work like a worker or programmer is expected to do. Instead, leaders and managers are hired to amplify the value of everybody around them.

[p.32] If total schedule estimates are made early, they can be off by as much as 400%... It is only when the project is in implementation when the range of schedule estimation becomes reasonable, but even then, there is still a 20% swing in how accurate scheduling decisions are likely to be.

[p.33] If no possible failures are considered, the schedule cannot be credible. Its creator hasn’t been creative or skeptical enough.

[p.34] ...a schedule doesn’t have to be perfect... Schedules need to be good enough for the team and leaders to believe in, provide a basis for tracking and making adjustments...

[p.98] Someone has to lead a team in deciding which constraints/requirements can be ignored, bent, twisted, or manipulated, and which must be followed to the line and the letter... Big, radical ideas are rarely needed to succeed. More often, it’s a handful of basic, solid, good ideas – applied correctly – that are needed.

[p.119] ...the time to close down a problem space should be as long as the time it took to grow it out.

[p.149] The biggest mistake people make with specifications is waiting until a formal review process takes place to get feedback. Reviews should be used to refine, not to make a first pass and a final decision at the same time.

[p.224] What should worry us is not the number of people that oppose us, but how good their reasons are for doing so – Alain de Botton

[p.242] be a good leader, you must learn how to find, bulid, earn, and grant trust to others – as well as learn how to cultivate trust in yourself.

[p.302] When a team is pushed very hard, it will take days or weeks to recover to the same level of performance predicted in the team’s work estimates.

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