April 2005
Intermediate to advanced
400 pages
12h 4m
English
Content preview from The Art of Project Management
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1.8. Summary
Each chapter in this book will end with a short summary of key points to help you review later on:
Project management is everywhere and it's been around for a long time.
If you keep a beginner's mind, you'll have more opportunities to learn.
Project management can be a job, a role, or an activity (the advice in this book applies well no matter how you define it).
Program management is Microsoft's strongly defined project management role. It is derived from the idea of a matrix organization.
Leadership and management require an understanding of, and intuition for, several common paradoxes. These include ego/no-ego, autocracy/delegation, and courage/fear.
Watch out for pretension and over-involvement in your management activity. The process should support the team, not the other way around.
If you are a dedicated manager, look for ways to capitalize on your unique perspective of the team and project.
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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.