Making Things Happen by Scott Berkun Summary

Making Things Happen is a practical guide to project management and leadership, blending real-world insights from Scott Berkun’s experience at Microsoft. It focuses on turning ideas into reality through prioritizing goals, resolving conflicts, and fostering teamwork. The book emphasizes actionable strategies over theory, with chapters on decision-making, handling failures, and balancing hard/soft skills for leading teams effectively.

The book targets project managers, team leads, and professionals in tech or software development seeking to improve leadership skills. It’s also valuable for entrepreneurs managing complex initiatives or anyone interested in mastering prioritization, communication, and problem-solving in high-stakes environments.

Yes—readers praise its no-nonsense advice, humor, and relatable case studies from Berkun’s work on projects like Internet Explorer. It’s recommended for its focus on practical philosophies (like earned vs. granted authority) rather than rigid methodologies, making it adaptable across industries.

• Prioritization as a superpower: Eliminate distractions by ranking goals.
• Earned vs. granted authority: Balance title-based power with trust-building.
• Teamwork dynamics: Foster ownership by clarifying roles and celebrating small wins.
• Embracing failure: Use setbacks to refine processes and communication.

Berkun frames leadership as a mix of clarity and flexibility: setting unambiguous priorities while adapting to unforeseen challenges. He argues great leaders ask focused questions like “What problem are we solving?” to cut through noise and align teams.

This approach involves relentlessly filtering tasks through the lens of core objectives. Berkun advises creating ordered lists where Priority 1 is non-negotiable (e.g., user safety), while lower priorities are optional. This prevents teams from wasting time on secondary concerns.

While written pre-remote work boom, its principles apply: clear communication, trust-based delegation, and using tools to maintain visibility. Berkun’s emphasis on “soft power” (e.g., empathy) aligns with modern distributed team needs.

Some note its tech industry bias, with examples centered on software projects. A few reviewers argue it could explore cross-industry applications more deeply. However, most praise its timeless advice on human dynamics in management.

Both tackle software project management, but Berkun’s book is more accessible for non-technical readers. While Mythical Man-Month focuses on engineering challenges, Berkun emphasizes leadership psychology and day-to-day team dynamics.

Yes—its prioritization frameworks and conflict-resolution tips complement Agile methodologies. Berkun’s strategies for iterative progress and stakeholder alignment mirror Scrum values, making it a useful supplement to formal Agile training.

• “The ability to make things happen is knowing how to be a catalyst in different situations.”
• “Priorities are the backbone of progress—reflect them in every email and meeting.”
• “A project without a good villain (a clear problem) will struggle to find heroes.”

As workplaces face AI-driven changes and faster project cycles, Berkun’s focus on adaptability, clear communication, and psychological safety remains critical. The rise of hybrid teams amplifies the need for his trust-building strategies.