The Art of Project Management covers it all--from practical methods for making sure work gets done right and on time, to the mindset that can make you a great leader motivating your team to do their best. Reading this was like reading the blueprint for how the best projects are managed at Microsoft... I wish we always put these lessons into action!" --Joe Belfiore, General Manager, E-home Division, Microsoft Corporation
"Berkun has written a fast paced, jargon-free and witty guide to what he wisely refers to as the 'art' of project management. It's a great introduction to the discipline. Seasoned and new managers will benefit from Berkun's perspectives." --Joe Mirza, Director, CNET Networks (Cnet.com)
"Most books with the words 'project management' in the title are dry tomes. If that's what you are expecting to hear from Berkun's book, you will be pleasantly surprised. Sure, it's about project management. But it's also about creativity, situational problem-solving, and leadership. If you're a team member, project manager, or even a non-technical stakeholder, Scott offers dozens of practical tools and techniques you can use, and questions you can ask, to ensure your projects succeed." --Bill Bliss, Senior VP of product and customer experience, expedia.com
In The Art of Project Management, you'll learn from a veteran manager of software and web development how to plan, manage, and lead projects. This personal account of hard lessons learned over a decade of work in the industry distills complex concepts and challenges into practical nuggets of useful advice. Inspiring, funny, honest, and compelling, this is the book you and your team need to have within arms reach. It will serve you well with your current work, and on future projects to come.
Topics 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
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 a...
- 本书摒弃枯燥的理论堆砌，以幽默风趣且无行话的风格，深入探讨项目管理的‘艺术’层面。作者强调，进度表不仅是时间承诺，更是促进团队协作、追踪进度及分解任务的工具，但明确指出进度表无法挽救糟糕的设计或低效沟通，管理者需认清其局限性。
- 书中重点剖析了项目经理在团队中的核心职责：不是线性产出代码，而是通过简化目标、增强团队价值来推动工作。作者提供了关于损害控制、应对突发危机的具体策略，强调在问题发生时，首要任务是让项目回归可控状态，而非追究责任或陷入混乱。
- 作者结合微软IE、MSN等真实项目经验，深入讨论团队政治、人性弱点及沟通障碍等敏感话题。书中强调管理者需在自我与无私、独裁与授权、容忍模糊与追求完美之间保持平衡，并指出良好的商业视角要求团队明确项目对业务的必要性及客户真实需求。
- 适合从事软件开发、互联网产品设计的初级至中级项目经理及团队负责人。本书内容贴近技术团队实际场景，能帮助技术人员理解管理逻辑，提升领导力，但需注意其内容可能不适用于非技术类或传统行业的大型工程项目管理。
- 适合希望提升团队沟通效率、学习如何处理团队冲突及政治问题的管理者。书中关于人性、团队互动及道德困境的讨论，为管理者提供了处理复杂人际关系的视角，适合那些在管理中遇到‘人’的难题、希望从艺术角度理解管理本质的读者。
- 不适合寻求标准化、体系化项目管理方法论（如PMBOK）的读者。本书缺乏严谨的因果逻辑和完整体系，内容较为发散，若读者期望获得可立即套用的标准化流程或合规性指导，可能会感到失望，建议此类读者选择更规范的管理教材。
- 阅读前需明确本书定位为‘艺术’而非‘科学’，内容松散如断链珍珠，缺乏系统性框架。建议不要试图寻找标准答案或完整体系，而是将其作为启发式读物，提取其中关于人性、沟通及危机处理的碎片化智慧，结合个人经验进行反思。
- 书中部分案例基于微软早期项目，可能存在时代局限性或特定企业文化背景。读者应保持批判性思维，区分通用管理原则与特定语境下的操作，避免盲目照搬。同时，注意作者对‘简化目标’与‘最小化复杂性’的区分，避免误解为降低工作标准。
- 鉴于读者反馈指出书中部分内容枯燥或难以坚持，建议采取跳读策略，重点关注关于进度表使用、危机处理、团队激励及商业视角等实用章节。若感到阅读困难，可结合其他规范化管理书籍互补阅读，以构建更完整的项目管理知识体系。
- 读者普遍认为本书虽缺乏严谨体系，但提供了大量关于团队人性、沟通及危机处理的真实洞察。许多读者赞赏其幽默风格及对‘人’的因素的深入探讨，认为其启发性强，有助于管理者理解团队动态，但同时也警告其内容松散，不适合作为唯一的学习资源。
- 多数读者指出本书不适合初学者建立基础框架，也不适合寻求标准化流程的专业人士。部分读者认为其内容平庸或无聊，甚至表示读不下去。共识在于，本书不能作为项目管理的主修教材，但可作为补充读物，帮助管理者在复杂情境下获得非技术层面的思考角度。
- 读者一致建议不要购买中文译本，因翻译质量参差不齐，且原文幽默感难以传达。强烈建议有英语阅读能力的读者购买英文原版或影印版，以获取最佳阅读体验。同时，读者提醒，本书内容可能已过时，需结合现代敏捷开发等新方法论进行批判性吸收，不可全盘接受。
本导读基于书籍简介、目录、原文摘录、短评和书评生成，不等同于全文精读。
- "第一，是对什么时候完成任务的承诺。... 进度表的第二个作用，是鼓励每个人把自己的工作看做整体的一部分，并且全力把自己的工作和他人的工作结合起来。... 进度表的第三个功能就是提供了一种能够追踪项目和把工作分成若干个易于管理的小块的工具。 进度表在一二小团队上出现问题可不是一条好消息，但是在这样的案例中，半天的事故只是代表三个人付出额外半天的努力，所以恢复到正常状态还是可能的。有的人熬一晚就行了，或者可能的话，整个团队一起来帮着赶时间。但是，在一些较大的项目上，拥有数十或数百的成员和模块，一天的延迟可能会迅速叠加，并且产生各种各样的难以预料的问题。而这些问题的严重性往往超过了团队可以恢复的程度"
- "进度表并不能解决项目本身带来的所有问题。进度表不能挽救糟糕的设计或者编程实践，它也不能保护一个项目免遭无力的领导，不明确的目标或者低效的沟通。"
- "如果同时发生很多问题，或者发生了某种破坏力很强的事情，第一步要做的就是损害控制。这意味着从第一时间起，你最优先的工作就是让项目回到可以接受的状态；"
- "项目经理必须足够说服力，让团队为他们所做的工作努力的目标简单化，而不要把编写优良可靠的程序代码所牵涉的复杂性最小化。 工厂或软件公司的经理，不像受聘的工人或程序员那样产生线性的工作量。相反地，受聘的领导者和经理用来增强周围每个人员的价值。"
- "A good business perspective means that the team has answers for the following questions: - Why is this project needed for our business? - What unmet needs or desires do our customers have? - What features or services might we provide that will meet those desires and needs? - On what basis will custo"
- "The important questions from the customer view include: - What do people actually do? - What problems do they have trying to do these things? Where do they get stuck, confused, or frustrated? - What do they need or want to do but aren't able to do at all? - Where are the specific opportunities to ma"
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