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Scott Berkun
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Making Things Happen: Mastering Project Management 1st Edition, Kindle Edition

by Scott Berkun (Author) Format: Kindle Edition
4.4 4.4 out of 5 stars 298 ratings
See all formats and editions

In the updated edition of this critically acclaimed and bestselling book, Microsoft project veteran Scott Berkun offers a collection of essays on field-tested philosophies and strategies for defining, leading, and managing projects. Each essay distills complex concepts and challenges into practical nuggets of useful advice, and the new edition now adds more value for leaders and managers of projects everywhere.

Based on his nine years of experience as a program manager for Internet Explorer, and lead program manager for Windows and MSN, Berkun explains to technical and non-technical readers alike what it takes to get through a large software or web development project. Making Things Happen doesn't cite specific methods, but focuses on philosophy and strategy. Unlike other project management books, Berkun offers personal essays in a comfortable style and easy tone that emulate the relationship of a wise project manager who gives good, entertaining and passionate advice to those who ask.

Topics in this new edition include:

  • How to make things happen
  • Making good decisions
  • Specifications and requirements
  • Ideas and what to do with them
  • How not to annoy people
  • Leadership and trust
  • The truth about making dates
  • What to do when things go wrong
Complete with a new forward from the author and a discussion guide for forming reading groups/teams, Making Things Happen offers in-depth exercises to help you apply lessons from the book to your job. It is inspiring, funny, honest, and compelling, and definitely the one book that you and your team need to have within arm's reach throughout the life of your project.

Coming from the rare perspective of someone who fought difficult battles on Microsoft's biggest projects and taught project design and management for MSTE, Microsoft's internal best practices group, this is valuable advice indeed. It will serve you well with your current work, and on future projects to come.
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  1. ISBN-13
    978-0596517717
  2. Edition
    1st
  3. Sticky notes
    On Kindle Scribe
  4. Publisher
    O'Reilly Media
  5. Publication date
    March 25, 2008
  6. Part of series
    Theory in Practice (O'Reilly)
  7. Language
    English
  8. File size
    2177 KB
  9. See all details
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From the Publisher

The Myths of Innovation Making Things Happen Confessions of a Public Speaker
The Myths of Innovation Making Things Happen Confessions of a Public Speaker
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4.4 out of 5 stars
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O'Reilly Media presents: Scott Berkun

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Based on his nine years of experience as a program manager for Microsoft’s biggest projects, Berkun explains to technical and non-technical readers alike what it takes to lead critical projects from start to finish. Here are 16 chapters on the critical and common challenges of leading projects and managing teams, diagrams, photography, and war stories of success and failure. Berkun offers practical tools and methods to make sure your projects succeed.

What To Do When Things Go Wrong
From Making Things Happen, Chapter 11

1. Calm down. Nothing makes a situation worse than basing your actions on fear, anger, or frustration. If something bad happens to you, you will have these emotions whether you’re aware of them or not. They will also influence your thinking and behavior whether you’re aware of it or not. (Rule of thumb: the less aware you are of your feelings, the more vulnerable you are to them influencing you.) Don’t flinch or overreact—be patient, keep breathing, and pay attention.

2. Evaluate the problem in relation to the project. Just because someone else thinks the sky has fallen doesn’t mean that it has. Is this really a problem at all? Whose problem is it? How much of the project (or its goals) is at risk or may need to change because of this situation: 5%? 20%? 90%? Put things in perspective. Will anyone die because of this mistake (you’re not a brain surgeon, are you?)? Will any cities be leveled? Plagues delivered on the innocent? Help everyone frame the problem to the right emotional and intellectual scale. Ask tons of questions and get people thinking rather than reacting. Work to eliminate assumptions. Make sure you have a tangible understanding of the problem and its true impact. Then, prioritize: emergency (now!), big concern (today), minor concern (this or next week), bogus (never). Know how long your fuse is to respond and prioritize this new issue against all existing work. If it’s a bogus issue, make sure whoever cried wolf learns some new questions to ask before raising the red flag again.

3. Calm down again. Now that you know something about the problem, you might really get upset (“How could those idiots let happen!?”). Find a way to express emotions safely: scream at the sky, workout at the gym, or talk to a friend. But do express them. Know what works for you, and use it. Then return to the problem. Not only do you need to be calm to make good decisions, but you need your team to be calm. Pay attention to who is upset and help them calm down. Humor, candor, food, and drink are good places to start. Being calm and collected yourself goes a long way toward calming others. And taking responsibility for the situation (see the later section “Take responsibility”), regardless of whose fault it was, accelerates a team’s recovery from a problem.

4. Get the right people in the room Any major problem won’t impact you alone. Identify who else is most responsible, knowledgeable, and useful and get them in together straight away. Pull them out of other meetings and tasks: if it’s urgent, act with urgency, and interrupt anything that stands in your way. Sit them down, close the door, and run through what you learned in step 2. Keep this group small; the more complex the issue, the smaller the group should be. Also, consider that (often) you might not be part of this group: get the people in the room, communicate the problem, and then delegate. Offer your support, but get out of their way (seriously—leave the room if you’re not needed). Clearly identify who is in charge for driving this issue to resolution, whether it’s you or someone else.

5. Explore alternatives. After answering any questions and clarifying the situation, figure out what your options are. Sometimes this might take some research: delegate it out. Make sure it’s flagged as urgent if necessary; don’t ever assume people understand how urgent something is. Be as specific as possible in your expectation for when answers are needed.

6. Make the simplest plan. Weigh the options, pick the best choice, and make a simple plan. The best available choice is the best available choice, no matter how much it sucks (a crisis is not the time for idealism). The more urgent the issue, the simpler your plan. The bigger the hole you’re in, the more direct your path out of it should be. Break the plan into simple steps to make sure no one gets confused. Identify two lists of people: those whose approval you need for the plan, and those who need to be informed of the plan before it is executed. Go to the first group, present the plan, consider their feedback, and get their support. Then communicate that information to the second group.

7. Execute. Make it happen. Ensure whoever is doing the work was involved in the process and has an intimate understanding of why he’s doing it. There is no room for assumption or ambiguity. Have specific checkpoints (hourly, daily, weekly) to make sure the plan has the desired effect and to force you and others in power to consider any additional effort that needs to be spent on this issue. If new problems do arise, start over at step 1.

8. Debrief. After the fire is out, get the right people in the room and generate a list of lessons learned. (This group may be different from the right people in step 4 because you want to include people impacted by, but not involved in, the decision process.) Ask the question: “What can we do next time to avoid this?” The bigger the issue, the more answers you’ll have to this question. Prioritize the list. Consider who should be responsible for making sure each of the first few items happens.

About the Author

Scott Berkun (@berkun) is the bestselling author of seven books, including Making Things Happen, The Myths of Innovation, Confessions of a Public Speaker, and The Year Without Pants. His work has appeared in the Washington Post, the New York Times, Wired, Fast Company, the Economist, Forbes, and other media. He has taught creative thinking at the University of Washington and has been a regular commentator on CNBC, MSNBC and National Public Radio.

Product details

  • ASIN ‏ : ‎ B0026OR3AS
  • Publisher ‏ : ‎ O'Reilly Media; 1st edition (March 25, 2008)
  • Publication date ‏ : ‎ March 25, 2008
  • Language ‏ : ‎ English
  • File size ‏ : ‎ 2177 KB
  • Simultaneous device usage ‏ : ‎ Unlimited
  • Text-to-Speech ‏ : ‎ Enabled
  • Screen Reader ‏ : ‎ Supported
  • Enhanced typesetting ‏ : ‎ Enabled
  • X-Ray ‏ : ‎ Not Enabled
  • Word Wise ‏ : ‎ Not Enabled
  • Sticky notes ‏ : ‎ On Kindle Scribe
  • Print length ‏ : ‎ 671 pages
  • Customer Reviews:
    4.4 4.4 out of 5 stars 298 ratings

About the author

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Scott Berkun

Scott Berkun

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Scott Berkun (@berkun) is the best selling author of seven books, including Making Things Happen, The Myths of Innovation, Confessions of a Public Speaker and The Year Without Pants. His work has appeared in the The Washington Post, The New York Times, Wired Magazine, Fast Company, The Economist, Forbes Magazine, and other media. He has taught creative thinking at the University of Washington and has been a regular commentator on CNBC, MSNBC and National Public Radio. His many popular essays and entertaining lectures can be found for free on his blog at http://www.scottberkun.com.

Customer reviews

4.4 out of 5 stars
4.4 out of 5
We don’t use a simple average to calculate the overall star rating and percentage breakdown by star. Our system gives more weight to certain factors—including how recent the review is and if the reviewer bought it on Amazon. Learn more
298 global ratings

Top reviews from the United States

GTRyanA
5.0 out of 5 stars Funny, intelligent, and helpful
Reviewed in the United States on March 20, 2012
Verified Purchase
I had a friend refer this book to me, and I'm glad that I took the time to read through it. It's a book that is best digested on a chapter by chapter basis, rather than a cover-to-cover read. It doesn't explore ground-breaking concepts. It touches on project management topics, but it doesn't dwell on any single topic for too long. He says several times that there are more detailed books for any given topic, and references many of them. It's a book about how to approach a project, get it done correctly, and how to work with other people through its different phases. I interpreted the primary foci of the book to be completing projects by collaborating effectively with other people and adjusting management methods to fit the project, rather than trying to fit the project into a particular management method.

The book is written in a funny and informal way that allows it to be read and re-read without feeling like you're opening a textbook. I enjoyed how there weren't straight up procedures for exactly how a project manager should go about doing his/her job. There were rough guides, diagrams, anecdotes, and some suggestions for things that a manager could do, but it seemed obvious to me that these were meant to be interpreted and adjusted to fit both the situation and your own style.

I purchased this book on the Kindle. Now that I've read it, I'm considering purchasing an actual copy so I have one to flip through for reference in the future. I plan on referring this book to my coworkers as well. It has helped me define several things that I can work on to improve my success in my current job and any future jobs.
6 people found this helpful
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Paul
5.0 out of 5 stars Very well written and gives great advice
Reviewed in the United States on February 28, 2021
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I love this book. I stumbled upon Scotts work researching about writing. As a developer I found the ideas about actually building products useful for my own projects. Although I dont do any formal PMing myself, I find the ideas useful and have learned what important strategies and tactics that PMs should employ. Also I really like the clear writing and it is so concise thar I frequently pause to really digest it. 10/10 would recommend for PMs and those who have to work in a project.
One person found this helpful
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Sachmo
4.0 out of 5 stars Good, not great.
Reviewed in the United States on December 11, 2013
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This is a solid book on project management. It covers a lot of fundamentals such as effective communication, decision-making, planning, and problem solving.

It's good and full of a lot of useful information, but not great. Berkun worked at Microsoft and was a project manager on Internet Explorer 1.0 - 5.0.

A caveat - Internet Explorer is not my favorite product (even pre-Mozilla). But it is a complex product that requires extensive analysis, design, development and testing - and Berkun clearly knows the product development process well.

The book does not offer any overall paradigm or methodology for project management. Rather it has short sections on subjects such as 'requirements' where Berkun will share whatever gems of knowledge he amassed in his years at Microsoft. Though I'm normally partial to books where the author presents an overall technique, I do find his anecdotes / advice to be useful. It provides a general context to making good decisions in product development.

The only place where I'd really fault the book is that it leans very heavily to a waterfall process, and some of the advice is definitely more useable in a large organization than in a small one. If the book had less waterfall assumptions, I'd probably be willing to give it 5 stars.

Despite this, Berkun's insights are still quite useful to someone even in a small startup environment, or pursuing product development in an agile framework.

The book can be a bit boring in some sections, but is always informative and offers good advice.
19 people found this helpful
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Dave in Denver
5.0 out of 5 stars Excellent and Gentle PM Guide
Reviewed in the United States on May 16, 2016
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I enjoyed this book when it first came out as "The Art of Project Management", and I like it more now. This is a great book to help PMs understand the nuances of their job. It's fun to read, first off. Each topic and subtopic has a clearly stated set of issues to consider, and the end of chapter summaries and questions get you thinking more. I also enjoyed the stories and examples that Berkun uses to explain things. They helped me connect the book with my life managing marketing projects and understanding the perspective of our technical teams. I find myself going back to the book often when I'm trying to think about how to handle project situations - good thing to have in your corner.
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Ernesto
5.0 out of 5 stars Muy claro en el lenguaje
Reviewed in Mexico on June 27, 2019
Verified Purchase
Muy buen libro. Claridad en los conceptos. Muy útil para los que no sepamos cómo poner en práctica los conceptos de project management
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Ernesto
5.0 out of 5 stars Muy claro en el lenguaje
Reviewed in Mexico on June 27, 2019
Muy buen libro. Claridad en los conceptos. Muy útil para los que no sepamos cómo poner en práctica los conceptos de project management
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Alessio
5.0 out of 5 stars Ottimo libro
Reviewed in Italy on March 22, 2020
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Ottimo libro, che descrive a fondo un argomento molto complesso come il project management
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Ian M.
5.0 out of 5 stars The PM bible
Reviewed in the United Kingdom on January 11, 2020
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Not for absolute beginners but those fairly new to project management will find it invaluable. Everyobe involved in projects can learn from it.
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Ram
4.0 out of 5 stars Four Stars
Reviewed in India on December 12, 2014
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ok
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S. Trudel
5.0 out of 5 stars This book addresses the soft stuff good project managers must apply
Reviewed in Canada on February 7, 2013
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Scott Berkun use humor to make his point on several topics, which ease understanding of the various project management concepts. I enjoy reading this book because it contains lots of advices on people issues, not found very often in other PM books. The title is well chosen and aligned with the book content.
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