Interesting book dispenses much needed advice

Perhaps one of the reasons I am still doing engineering work rather than supervising it 26 years after I received my BSEE is that I could never properly wrap myself around exactly what it takes to manage a project. I therefore approached this book with a great deal of trepidation. However, after I began reading it I became pleasantly surprised. Most project management books I've read in the past intersperse advice on project management with software engineering techniques and Tony Robbins style motivational anecdotes. This one sticks to the subject and is well organized. The book is not about any one specific project management methodology, but about fundamental aspects of all projects. The author recounts his own experiences while managing projects at Microsoft to provide insight into the less transparent aspects of project management. The book is divided into three major sections: "Plans," "Skills," and "Management." This organization provides a logical flow overall and allows topics to build on one another. In spite of this logical progression, the chapters are fit for random access, as the author himself recommends. One of my favorite chapters was "Figuring Out What To Do". Here the author outlines three basic perspectives: The business perspective, the technology perspective and the customer perspective. The author states that although the customer perspective is the most important of all three that is the most neglected and is the reason that many projects fail.
The chapter "How Not To Annoy People: Process, Email, and Meeting" was another chapter I really enjoyed. It offers down-to-earth recommendations on dealing with annoying behavior which the author lists in five categories:
When others
1. assume you're an idiot.
2. don't trust you
3. waste your time
4. manage you without respect
5. make you listen to or read stupid things
Since I've been guilty of being on the giving end as well as the receiving end of some of this behavior, this chapter helped me see some of the trouble I can cause myself as well as how I can effectively deal with it when it comes from others.
However, this book is more than just about how to deal with socially backwards misanthropes such as myself. It dedicates considerable space to creativity, dealing with ideas once you have them, making ideas actionable interest. If that person is a leader, and other people take note of this misuse, trust is lost.
In summary this book has much to say about all phases of project development as well as management. Highly recommended.

The Voice of Experience

After many years as project manager in product development, I embarked on two software development projects, a new area for me, and found that some of my management skills were not relevant. After the first project stumbled, I purchased several software project management books and, after working through them in a disciplined way (taking notes on salient points and scaling them on their helpfulness for my work) found this to be the best. It is comprehensive - perhaps a little too wordy at times - and packed with practical advice. The lists of questions which come up regularly in this book can be turned into management check lists. Scott Berkun's points anticipated many of the problems I have since encountered; I am now reading this book for the second time and noticing things that were missed on the first read. As my experience has grown, I have come to recognize the voice of greater experience speaking through this book. Recommended for novices and experienced software project managers.

Practical, useful advice on how to realistically run a project

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Scott does a great job in 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.

The only negative thing I could find in the book is that some of the proofreading on the figures wasn't up to the same quality as the text. References to figures are sometimes pointing to the wrong one, and occasionally the legends are mislabeled.