Leadership for Project and Executive
From years of experience in recovering red projects, I estimate that only a third of all problems that affect red projects are actually on the project; the other two-thirds are in the surrounding organizations. Poor policies and procedures or lack of commitment by the customer, vendor, integrator, or organization overshadows problems on the project. Unfortunately, project managers do not have the authority, or even the influence, to address these issues. Their only course of action to complete the project successfully is to band-aid the problem. This must change if companies are going to quickly and accurately implement business initiatives.
The 33 Strategies of War is not as much about war as it is about strategies of dealing in an offensive environment and understanding strategies. Whether you are trying to hone your offense strategy or better your defensive skills to thwart other's attacks, this book provides a series of examples and interpretations to help. Mr. Greene's examples are from a wide variety of people and conditions—Napoleon, Alfred Hitchcock, Sun Tzu, Margaret Thatcher, Shaka the Zulu, Lord Nelson, Franklin Roosevelt, Hannibal, Ulysses S. Grant, and many more.
Reading an article the other day, the author was lamenting on how Project Managers were under educated and needed to know more about earned values analysis, risk probability determination, finite schedule development and other tools that make a Project Manager great. She was arguing that certifications, like PMI's PMP® certification, needed to have more testing on those subjects.
|Author:||Frederick P. Brooks Jr.|
Not too long ago I had coffee with fellow tweep, Peter Kretzman, at the Zeitgeist Coffee in Seattle. We had a wonderful conversation and shared stories, philosophies, and impressions. In the process we stumbled upon a common literary love—The Mythical Man-Month by Frederick Brooks. I read it for the first time last summer and Peter reads every few years. We both extolled the virtues of the book and lamented at the fact that so many of the items Brooks brings up continue to plague us today.
|Author:||Geoffrey A. Moore|
To be a great project manager, you need to understand business. Your job is applying change to improve an organization, you had better understand why some changes and some leaders can create a metric differ to a company.
|Author:||Dennis Lock, Lindsay Scott|
|Released:||September 28, 2013|
Modern projects are all about one group of people delivering benefits to others, so it's no surprise that the human element is fundamental to project management. The Gower Handbook of People in Project Management is a complete guide to the human dimensions involved in projects. The book is a unique and rich compilation of over 60 chapters about project management roles and the people who sponsor, manage, deliver, work in or are otherwise important to project success.
The Handbook is 63 chapters written by 50 different authors (Todd Williams, President of eCameron, contributing Chapter Two: Successes and Failures of People in Projects) giving the reading breadth of views from numerous experts in the world of project management.
These authors discuss the:
|Author:||Robert S. Kaplan, David P. Norton|
|Publisher:||Harvard Business Review Press|
Projects build capabilities to meet corporate goals. If you are a CEO, you need to make sure your employees and vendors know what those goals are and how they fit in to the plan. If you are a project manager, you need to know the bounds of you project. If you are anywhere in between, you need to understand how all the pieces fit together and keep it all aligned.
|Author:||Chris McChesney, Sean Covey, Jim Huling|
|Released:||April 24, 2012|
This is a non-project management book that discusses how to achieve results in the execution of a plan. The four disciplines are great change management tools that get results and keep people focused. Where it is valuable to a project manager is in its education on how to keep people focused on a goal. It can you used to help your team on short term progress or on driving your project's customer to focus on what they need to achieve success. If you plan to make the move from project management to any other operational mode--even to the PMO--this book gives a number of good tools.
|Author:||Roger Fisher, William L. Ury|
One of the primary tasks of a project manager is to negotiate—negotiate scope, negotiate for resources, negotiate for money, negotiate end dates, etc.—there is almost nothing that a project manager has as a give. Even in your personal life, negotiation skills are essential for dealing with everything from your kids' bedtime, to the price of your next car. Understanding the art and science of negotiation is critical. This book, especially in conjunction with one of our classes, is a great way to get you down the road to improving you negotiation skills. Don't be fooled though, negotiation takes practice.
|Publisher:||Union Square Press|
This book is currently under review, more details will be added when available
In my opinion, as a project manager, you cannot read too many books on handling change. Each gives you a different perspective on how to effectively deliver a project whose product is valuable. This is a lesser known book, but has a great perspective.
Many businesses try to change, but few succeed. At best, a few buzzwords and new reports become part of the company's structure. At worst, programs crash and burn, and the members of the organization become irreparably disillusioned with the revolving door of new-mission statements. According to David Shaner-a business consultant with a 100% success rate of change at companies including Duracell, Frito-Lay, Caesars Palace and Gillette-the problem is that those changes don't address either individuals or the corporate culture. They're only on the surface.