November 2013
Beginner to intermediate
272 pages
6h 36m
English
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Chapter 6
Defining and Launching Your Project
Brad has come a long way since that first wave of panic hit him when Gina made him a project manager. He can recall the strange sound of the term my project the first few times he said it out loud. But he has come to like the way it sounds. And why shouldn’t he? He’s learned a lot in a short time.
Brad has learned that project management is both a science and an art—partly mechanical, partly behavioral. He believes he knows what it takes to be a good project manager and what it takes to produce a successful project outcome. He’s certain that being a project manager is something he wants to do.
He has just finished reviewing the business case for Project Apex with Gina.
“OK, Brad,” remarks Gina, “There’s ...
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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.