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Scott Berkun worked on the Internet Explorer team at Microsoft from 1994-1999 and left the company in 2003 with the goal of writing enough books to fill a shelf. The Myths of Innovation is his second book: he wrote the best seller, The Art of Project Management (O'Reilly 2005). He makes a living writing, teaching and speaking. He teaches a graduate course in creative thinking at the University of Washington, runs the sacred places architecture tour at NYC's GEL conference, and writes about innovation, design and management at www.scottberkun.com.
| Foreword | |
| Preface | |
| Who should read this book | |
| Assumptions I've made about you in writing this book | |
| How to use this book | |
| How to contact us | |
| Safaria“ Books Online | |
| A brief history of project management (and why you should care) | |
| Using history | |
| Web development, kitchens, and emergency rooms | |
| The role of project management | |
| Program and project management at Microsoft | |
| The balancing act of project management | |
| Pressure and distraction | |
| The right kind of involvement | |
| Summary | |
| Exercises | |
| One Plans | |
| The truth about schedules | |
| Schedules have three purposes | |
| Silver bullets and methodologies | |
| What schedules look like | |
| Why schedules fail | |
| What must happen for schedules to work | |
| Summary | |
| Exercises | |
| How to figure out what to do | |
| Software planning demystified | |
| Approaching plans: the three perspectives | |
| The magical interdisciplinary view | |
| Asking the right questions | |
| Catalog of common bad ways to decide what to do | |
| The process of planning | |
| Customer research and its abuses | |
| Bringing it all together: requirements | |
| Summary | |
| Exercises | |
| Writing the good vision | |
| The value of writing things down | |
| How much vision do you need? | |
| The five qualities of good visions | |
| The key points to cover | |
| On writing well | |
| Drafting, reviewing, and revising | |
| A catalog of lame vision statements (which should be avoided) | |
| Examples of visions and goals | |
| Visions should be visual | |
| The vision sanity check: daily worship | |
| Summary | |
| Exercises | |
| Where ideas come from | |
| The gap from requirements to solutions | |
| There are bad ideas | |
| Thinking in and out of boxes is OK | |
| Good questions attract good ideas | |
| Bad ideas lead to good ideas | |
| Perspective and improvisation | |
| The customer experience starts the design | |
| A design is a series of conversations | |
| Summary | |
| Exercises | |
| What to do with ideas once you have them | |
| Skills | |
| Writing good specifications | |
| What specifications can and cannot do | |
| Table of Contents provided by Publisher. All Rights Reserved. |
The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.
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