But when you start hearing things like man-days, PSOs and stakeholders, it just makes it difficult to understand.So what do you really need to know about project management?Find out:Why setting clear goals matters How to estimate absolutely everything. How to get things back on track after they've gone wrong How to track big projects Why work/life balance matters when you're running a big project This clear and simple approach will mean you'll never panic when faced with a big project again.Read More in the Want You Need to Know Series and Get to Speed on the Essentials... Fast.

    First implemented by financial advisors at Merrill Lynch--under the leadership of author Rob Knapp--it has grown increasingly popular within the financial services industry. The Supernova Advisor skillfully outlines this proven model and reveals how it can be used to create an exceptional experience for your clients, while significantly growing your business.

    Visually engaging, enticing and current examples with an overall focus on business.Legal Environment of Business and E-Commerce; Torts, Crimes, and Intellectual Property; Contracts and E-Commerce; Domestic and International Sales and Lease Contracts; Negotiable Instruments and E-Money; Credit, Secured Transactions, and Bankruptcy; Agency and Employment; Business Organizations and Ethics; Government Regulation; Property; Special Topics; Global EnvironmentMARKET Business Law continues its dedication to being the most engaging text for readers by featuring a visually appealing format with enticing and current examples while maintaining its focus on business.

    It then identifies and describes the advantages of this system, which needs less of everything including time, human effort, inventories, and investment to produce products with fewer defects in smaller volumes at lower costs for fragmenting markets. The Machine That Changed the World even gave the system its name: lean.In the decade since its launch in the fall of 1990, The Machine That Changed the World has sold more than 600,000 copies in 11 languages and has introduced a whole generation of managers and engineers to lean thinking. No lean library is complete without this groundbreaking book."The fundamentals of this system are applicable to every industry across the globea[and] will have a profound effect on human society. It will truly change the world." - New York TimesPaperback / 1990 / 323 pages

    Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment.According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.Previously published by MIT-CAES

    He explains why invisible and unmanaged queues are the underlying root cause of poor product development performance. He shows why these queues form and how they undermine the speed, quality, and efficiency in product development.

    Along the way, we encounter black holes, turtles, snakes, dragons, axe-sharpening, and yak-shaving—and take a guided tour through the theories and methods, both brilliant and misguided, that litter the history of software development, from the famous ‘mythical man-month’ to Extreme Programming. Not just for technophiles but for anyone captivated by the drama of invention, Dreaming in Code offers a window into both the information age and the workings of the human mind.

    To the almost universal disdain of their friends and professors, these two turned down tempting job offers, borrowed money from friends and family, loaded up on credit card debt, and decided to start a single-product company to manufacture and market a computer mouse shaped like the head of a golf club. They watched enviously as nearly all of their friends became millionaires in the dot-com boom, but they persevered and forged their own path. To chart their progress and to keep themselves motivated against the odds, they kept a diary that recorded the realities of their everyday life as entrepreneurs. Out of their diary entries grew The MouseDriver Chronicles, an intimate, insightful, and often funny look into the minds of two entrepreneurs and how they brought a simple idea to market. From The MouseDriver Chronicles: "School was just about over, and the wondrous combination of brick-baking heat and relentless high humidity that defines summer in south Philadelphia wasn't too far off. We couldn't afford to wait around for it. We needed to blaze to San Francisco and get rolling. Fine. No problem. Except we didn't yet have an office in San Francisco. Or a place to live. Or MouseDrivers in stock. We had all our plans and ambition, but everything real about running a business was ahead of us. Immediately ahead."

    Under Andrew Grove's leadership, Intel has become the world's largest computer chipmaker, the 5th most admired company in America, and the 7th most profitable company among the Fortune 500. Few CEOs can claim this level of success. Grove attributes much of it to the philosophy and strategy he has learned the hard way as he steered Intel through a series of potential major disasters. There are moments in any business when massive change occurs, when all the rules of business shift fast, furiously and forever. Grove calls such moments strategic inflection points (SIPs), and he has lived through several. They can be set off by almost anything - by mega competition, an arcane change in regulations, or by a seemingly modest change in technology. They are not always easy to spot - but you can't hide from them. Intel's first SIP was when the Japanese started producing better-quality, lower-cost memory chips. It took Grove three years and huge losses to recognize that he had to rethink and reposition the company to become, once again, leader in its field.Grove extrapolates the lessons he has learned from this and other SIPs - for instance the drama of the Pentium flaw, and the SIP brought on by the Internet - to reveal a unique insight into the management of change. He recounts strategies from other companies and examines his own record of success and failure. Only the Paranoid Survive is a classic lesson in leadership skills that every manager in every industry will benefit from. Every manager must assume that something will change - very soon.

    If you're a desktop, mobile or web developer, this book is your blueprint to getting your startup off the ground with no outside investment.This book intentionally avoids topics restricted to venture-backed startups such as: honing your investment pitch, securing funding, and figuring out how to use the piles of cash investors keep placing in your lap.This book assumes:* You don't have $6M of investor funds sitting in your bank account* You're not going to relocate to the handful of startup hubs in the world* You're not going to work 70 hour weeks for low pay with the hope of someday making millions from stock optionsThere's nothing wrong with pursuing venture funding and attempting to grow fast like Amazon, Google, Twitter, and Facebook. It just so happened that most people are not in a place to do this.

    A manager spots consumer-spending patterns no one else sees and defines new market categories your enterprise can serve. A strategist anticipates global changes and correctly interprets their business implications. Companies' competitiveness, even survival, increasingly hinge on such "clever people." But the truth is, clever people are as fiercely independent as they are clever-they don't want to be led. So how do you corral these players in your organization and inspire them to achieve their highest potential? In Clever, Rob Goffee and Gareth Jones offer potent insights drawn from their extensive research. The authors explain how to: • Identify your clever people and their motivations • Shelter your "clevers" from political distractions that can inhibit their productivity • Help clevers generate even more value by creating clever teams • Manage the unique tensions that can arise when clevers work together Leading clever people can be enormously challenging, yet doing so effectively is the key to your organization's sustained success. Lively and engaging, this book provides the ideas, practices, and examples you need to create an environment where your most brilliant people can flourish.

    Mullen, Jr. reveals how to become a top-producing financial advisor using the method he has taught at Merrill Lynch and is famous for in the industry. This comprehensive book combines marketing, prospecting, sales, and time management techniques into a system that will help readers build a successful and lucrative practice. Mullen gives financial advisors all the tools and guidance they need to:- get the appointment - build relationships - convert prospects to client - retain clients - use niche marketing successfully - balance current clients and prospects - increase the products and services each client uses - attract millionaire clientsContaining templates, scripts, letters, and 15 tried-and-true Market Action Plans, this indispensable guide shows readers how to take their financial services practice to the million-dollar level and beyond.

    The emergence of business “model” (not plan) courses, tools, and competitions are a step in the right direction. The focus of these new activities is engaging aspiring entrepreneurs in customer discovery and developing and testing a business model canvas.While this is a viable approach and valuable lesson in entrepreneurship education, business models only begin to take shape when a new venture idea is formulated. Customer discovery requires having a product or service concept in the mind of the entrepreneur. Without the idea for the product or service itself, no business model nor customer discovery can begin.It is this first step, the idea generation step, that the Opportunity Analysis Canvas fulfills. The Opportunity Analysis Canvas is an innovative tool for identifying and analyzing entrepreneurial ideas.

    But being an introvert doesn’t mean you can’t be a great leader. Citing examples of highly successful leaders like Bill Gates and Warren Buffett, Jennifer Kahnweiler shows that introverts can build on their quiet strength and make it a source of great power.After highlighting the common challenges introverts face at work, such as stress, invisibility, and perception gaps, the book details a straightforward four-step process to handle work situations such as managing up, leading projects, public speaking, and many more. Kahnweiler provides numerous examples and leadership tips as well as a revealing Introverted Leader Quiz that pinpoints where focused attention will produce maximum results, The Introverted Leader will teach you to embrace your natural work style in order to advance your career, get the most out of the people around you, and add value to your organization.

    and industrialists of the lime were not afraid to think ahead and plan big. Among the entrepreneurs who led this Industrial resurgence, four were particularly outstanding, G.D. Birla, Walchand Hirachand, Kasturbhai Lalbhai and, J.R.D. Tata. Gita Piramal, author of the acclaimed Business Maharajas, sensitively recreates the Lives and Times of these four titans of industry. She draws upon hitherto untapped sources of information to Sketch her profiles, making htis perhaps the closest Look at these legends this fair. Thought provoking and incisive. Business Legends is a compelling Account of ambition and achievement.