Para aqueles que estão iniciando na arte do gerenciamento de projetos, há, neste link (em inglês), um bom tutorial de introdução ao Microsoft Office Project 2003, uma ferramente extremamente útil, se bem utilizada.
Here are some from my own rude q&A about my new book:
* You were at Microsoft for years – Microsoft! – what makes you think you know anything about Innovation?. Since college I’ve been a student of innovation and invention history, and my experiences working on early versions of Internet Explorer (1-5), during the birth of the web as a mainstream phenomenon (1994-1998), gave me perspective on how new ideas, products and innovations actually happen. I worked with many of the first search engine and web companies and played a role in defining what web browsers would become.
* There are dozens of books on innovation. Why should anyone care about yours?. The Myths of Innovation focuses on great stories – it uses stories to explore what we believe, separate truth from myth, and offer advice based on what innovators actually do. This approach is unusual as it’s very approachable, free of jargon and hype, and makes for an easy read that focuses on the questions that history supports as most essential.
* Your first book was about managing teams and projects – but your new book talks about the uncertainties of managing innovation. Aren’t you contradicting yourself?. The philosophy of both books dovetail. The same challenges occur on all projects, but if innovation is the goal the risks are higher and the uncertainly is greater. While the Art of Project Management does have chapters on managing change and designing new things, it’s a handbook so those are parts of the book, not the focus. The second book however is exclusively about ideas and how to bring them to the world.
Scott Berkun in How to write a rude Q&A
Em síntese, esta técnica consiste em elaborar as perguntas que você, em uma reunião ou encontro, não gostaria de ouvir e tentar respondê-las da maneira mais consistente e completa possível. É sempre importante estar preparado para responder questões mais sensíveis e assim evitar um constrangedor beco sem saída.
Este exercício também é útil para analisar a qualidade do seu projeto/trabalho/sistema: se você não consegue encontrar respostas convincentes às perguntas mais difíceis, algo anda profundamente errado.