May 2007
Intermediate to advanced
232 pages
5h 4m
English
Content preview from Practical Negotiating: Tools, Tactics & Techniques
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Looking at Tasks
Every task can be broken down into three factors:
Specification: What someone wants done.
Time: How long it takes to do it.
Resources: What is needed to get it done.
Specification can be verbal or written, a casual request or a detailed description complete with deliverables and quality standards. Time may first involve a rough mental estimate or a detailed step-by-step flow chart or schedule. Resources include items like budget, staff, computer or equipment access, raw materials, or information.
If you’re like most people, when a task is specified, you make mental and sometimes written estimates of the time it will take you to do it, and the equipment, money, people, and information you’ll need to get it done. A task doesn’t exist in a vacuum. You have other tasks ongoing (some urgent), and you’ll have to adjust the time and resources you’ve allocated to those tasks and somehow fit in this one.
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
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I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.