[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] ...to 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.
Saturday, March 20, 2010
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