"Been there, done that, and here's the proof". Not merely anecdotal information, this book leaves you wishing that Scott Berkun worked down the hall from you. Straight to the point, he defines what works, what doesn't, and why. He lays out the real world examples that create the framework to support his teaching. For a book on project management, this is an easy read. Better yet, the information is easily applied to your current project.

This gives some great insight, not only on how to do project management well but on how to manage people in general. I wish more of the managers I have worked with over the years had had this available.

If you are not a manager, but work in IT this is still worth your time. It gives a great look into just what project managers are dealing with, and how you can best help them succeed.

The concepts and advice are all things that I would want every team member to know well, with any team I was on. And it is all born out of hard work and excellent experience. This isn't a bunch of purely idealistic advice - it is grounded in reality.

I've read first edition of this book and Scott's other book - Myths of Innovation. Was very happy about both of them.

So when time came to recommend good book for my manager I had no doubt. After that he was screaming everywhere how this book is :)

Scott does a great job again in the new edition of this book of providing well-organized, practically useful guidance on how to work on and run a project. Even if you're not actually in charge of a project, I'd recommend this as a book to help you understand what should be getting done on it. The three biggest areas he focuses on are how to ensure a project has proper focus and clear priorities, how to run meetings and do feature-level design, and how to handle a project as it moves from start to finish.

The key to proper focus and clear priorities is the tie between the mission, goals, features, and tasks in a project. Scott provides a great framework for tying them together, ensuring they're created, and ensuring the team understands them.

The advice on running meetings and doing feature-level design is the only area that might not work as well for those outside of Microsoft. While I highly identify with it, and think that he's clearly stated the best practices for our environment, your mileage may vary.

Finally, he does a great job of talking about the difference between the start, middle, and end-game. Many people try to use a single process throughout and either overburden the start of the project or allow the end-game to spin wildly out of control. Scott's very clear about how to apply the right level of touch and raise the process bar at safe but necessary increments as a project goes on.

For this new addition, he addressed all of the negatives of the original - honestly, it's so good that if you have the first I recommend buying the second! I particularly enjoy the exercises, especially the reflective ones, as they help to cement all of the lessons I should've learned when I read the first version...

[...]

In these last days of vacations, I've managed to finish reading this really cool book on project management. Even though I'm not a project manager, this was one of those books I've heard lots of good things about and I can tell you now (after finishing reading it) that I wasn't disappointed with it.

Besides being fun and easy reading, you'll find lots of great tips on this book. For instance, I'll be using some of the ideas presented on the Skills and Management parts on my work from now on. If you ask me, I'd say that the last chapter (Powers and Politics) is more than enough for justifying the book's price!

Overall, I'm giving it 9/10 and I'm putting it on my special reference shelf, where I've already got Peopleware (ok, I've just noticed that I haven't publish a review on this book on my blog. I'll do it on the next days), The mythical man-month, etc. So, if you haven't read this book and you're on the development business, do yourself a favor and pick a copy and then read it from cover to cover! You should to be a better professional after reading it!

Making things happen fills one of the gaping holes in MBA education. I learned quite a bit through trial and error over several years post MBA but this book would have been a welcome addition to any of my courses. If you have any reservations about managing projects, working in and leading teams, or generally being effective, get this book, read it cover to cover, and put all the great tips and insights to work ASAP.

In the field of project management, 'Making Things Happen: Mastering Project Management' is one of the finest books I have ever had the chance to peruse. From gathering ideas to managing teams and schedules, everything and anything is in this book that is a MUST BUY for all project managers or group leaders that want to update or learn new techniques for creating widgets in the real world and doing so efficiently and successfully. I think a chapter overview would be helpful to help the reader get an idea of the wonderous content contained within:

01. History of Project Management

I - PLANS

02. Schedules
03. What To Do
04. Vision
05. Ideas and how they come about
06. What do to with your great idea

II - SKILLS

07. Writing good specifications
08. Good decision-making
09. Communication and relationships
10. Process, Email, Meetings - Don't waste people's time
11. When things go wrong

III - MANAGEMENT

12. Leadership & Trust
13. Making things happen
14. Middle-game strategy
15. End-game strategy
16. Power and Politics

I was originally going to Highly Recommend this book but I think it's so fantastic I'm going to up it to HPR. If you are any way related to making progress at your job or possibly even life this can be useful, this book is a must read... NOW.

***** HIGHEST POSSIBLE RECOMMENDATION

This is an outstanding book that speaks in a very practical way to the thorny problems that all projects face.

Many project management books are either theoretical or case-study based. Both approaches are valid and valuable, but Scott takes a third approach. He offers up a series of lessons and practice around the various classes of problems project managers run into -- especially people problems. "No battle plan survives contact with the enemy" (von Moltke) -- and Scott recognizes that the enemy most often is not entropy or planning software or supply-chain delays. Rather it is the spate of well-meaning folks who populate real-world projects and bring their various agendas into play. He shares useful and practical ideas about "winning over the enemy" where you can and working with and around them when you can't.

The book isn't entirely about people issues, of course, but the title "Making Things Happen" is indicative. How do you, as a project manager, work proactively not to keep your project from failing but rather to drive it to succeed?

Scott writes good books, from his own experiance (credible) and they are fun and easy to read. I learn something with every book. Read them all.

I'm a big fan of Scott Berkun's first book, "The Art of Project Management". But he's really outdone himself with "Making Things Happen". I think it's simply one of the best books you can buy on project management. If you've never read any of Scott's books before, you're in for a treat. On the other hand, if, like me, you loved "The Art of Project Management", you definitely want this book. It's not just a simple update; it's a new and improved book that will not disappoint.

Don't let its casual tone and the fact that it's very easy to read fool you -- this is a serious book on the ideas, tools and techniques of project management. The first part of "Making Things Happen" covers planning. But it's not just about building project schedules (although it does have a lot of good information on how schedules work); it gives you incredibly valuable advice about making sure your project starts out with the right vision, and "real life" ideas for planning projects.

It goes on to talk about core project management skills that can help anyone, from project managers to team members. While this book has a focus on software development, people who work on all kinds of projects can benefit from this, especially this section. He teaches you about specifying your work, communicating with people, gathering opinions and gaining consensus, maintaining relationships with people, and dealing with problems. And it gives a lot of real-world advice about how to make sure your projects actually finish as well as they start. This is really important -- a lot of project management books forget that that a PM's job doesn't stop when the plan is finished. A good PM needs to be able to guide a project through to completion, and Scott covers that better than anyone I've seen.

Just so you know, I'm the author of one of the top-selling books on PMP preparation. And I can tell you this: if you are a PMP-certified project manager, you know how important it is to continue to improve your own project management skills. And this book is a great way to do that. You'll learn all about things that you didn't learn for the PMP exam: where great ideas come from, how to build relationships and work more effectively with people in your organization, manage your commitments, and make your projects run better.

If you're looking to be a better project manager, if you're not a project manager but you want your projects to run better, or even if you just want to be a better member of a project team, this book should definitely be on your bookshelf.

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Perhaps only a little off-key since I am not a project manager -- altho my professional life is made much easier by working with some dedicated ones.

I did not read the previous edition as the other reviewers did. In fact, I was not really intending to read this edition straight through. I was going to give it a good skim for those aspects of project management that intersect my own world as a Web application interface developer.

I have to say that Scott Berkun is a real teacher because I found the *whole* book to be relevant to my work -- and it was fun to read in the bargain.

This book is not in color and does not contain lots of fancy images. The illustrating and illuminating is done verbally. For once, this was enough for me because Berkun finds a way to make things both practical and vivid. From the text, it is reasonable to assume that his public talks are worthy events.

This is definitely a book to read for people who may not be project managers but who sincerely want to build their teams by understanding this important role better.

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Okay, let's get the one downer about the book out of the way; it's a second edition of Scott's The Art of Project Management (Theory in Practice (O'Reilly)). Not sure why the name was changed but it might confuse some folks. Okay, it confused me, not sure about anyone else. If you've recently read the first edition then you may want to borrow someone's copy to go over the exercises/discussion at the end of each chapter.

If you haven't read the first edition, you're in for a great time! This isn't a reference book, nor is it a cheat-sheet for passing your PMP. Scott writes as friends chat over coffee. To really "get it" you need that same head game. Find your personal motivation for making things happen, either at work or in your life, and slowly reflect on a single chapter over a hot cup of joe. Even better, find a couple friends who are just as success driven as you and work through the exercises together.

My introversion is so strong that last sentence was almost painful to write, but a deeply reflective level of mental processing is what you need for this book. When you have a chapter in your head you can go over the events of the past week and generally find ways you could have handled something better. Write them down, go implement the ideas, and keep doing that as your success rate grows. Use the exercies as dry-run scenarios and really put some thought into them. Build your experience and expertise in the shadows; when the spotlight is on you'll be ready to make things happen in a big way.