Other Resources (60)
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Regularly we read business books that relate to project management. These books are on topics from project management, to strategy, to change management, and occasionally something really off the wall like history. We often write reviews and put them on the site. If we really like the book, we will write a synopsis of it, which takes a lot of time, and you need to register to read it.
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Education is critical to everyone in your organization. Learning about technical tools, aspects of project management and dealing with people is essential in improving performance and minimizing your frustration. Between seminars, forums, books, magazines, though, you could spend all your time just trying to find the right item. eCameron has tried to help with that by sharing some of our knowledge and helping our clients and friends get a start on the process. These items may be found in our Blog or eJournal on our website in the form of discussions, ramblings, templates and procedures.
This section of our website is a list of recommended books and a details about the books that you will not get from the publisher or a bookseller. Below you will find reviews (or a detailed synopses) we have created. In the cases where time has not allowed us to complete a review, but the book is recommended, we have supplied information from the publishers. As we finish the reviews we will modify this page and provide links to more detail. Some of the details will be published in our newsletters but since there are more books than months in the year, some detail will only be found here. Visit this page often to see what is new.View items...
Projects drive change and you need to get people to switch to that change to make your project successful. Switch is a great book on how to help make that happen.
Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives?
Do you need to persuade someone that your project is worth doing? Maybe you are the CEO and need to sell a new vision and the project to go with it.. If so, you need to Start With Why. Too often your first reaction is to start with what and that will not inspire people to meet your dream.
Why are some people and organizations more innovative, more influential, and more profitable than others? Why do some command greater loyalty?
Every project manager and business analyst should read this book. Ignore the implication of the title, which is just an acronym for a process, and dive in to what the customers real problem is that you are trying to solve. This will change your project deliverable to the most value they have ever received.
Written by Neil Rackham, former president and founder of Huthwaite corporation, SPIN Selling is essential reading for anyone involved in selling or managing a sales force. Unquestionably the best-documented account of sales success ever collected and the result of the Huthwaite corporation's massive 12-year, $1-million dollar research into effective sales performance, this groundbreaking resource details the revolutionary SPIN (Situation, Problem, Implication, Need-payoff) strategy.
As a project manager, you are all about selling and persuasion. If you are not good at it, you better learn now. This book focuses on communicating in a way to get people to react to you.
Setting up meetings with corporate decision makers has never been harder. It's almost impossible to get them to pick up the phone. They never return your calls. And if you do happen to catch them, they blow you off right away.
It's time to stop making endless cold calls or waiting for the phone to ring. In today's crazy marketplace, new sales strategies are needed to penetrate these big accounts.
Discover how to:
- Target accounts where you have the highest likelihood of success.
- Find the names of prospects who can use your offering.
- Create breakthrough value propositions that capture their attention.
- Develop an effective, multi-faceted account-entry campaign.
- Overcome obstacles and objections that derail your sale efforts.
- Position yourself as an invaluable resource, not a product pusher.
- Have powerful initial sales meetings that build unstoppable momentum.
- Differentiate yourself from other sellers.
Leadership is an art. As a project manager you need to become a better leader. You will not find that in any single book or class. You need to learn, study and practice. It helps you develop tools to better understand the difficult situations you face daily.
Since its original publication in 2000, Leadership and Self-Deception has become a word-of-mouth phenomenon. Its sales continue to increase year after year, and the book ’s popularity has gone global, with editions now available in over twenty languages.
Through a story everyone can relate to about a man facing challenges on the job and in his family, the authors expose the fascinating ways that we can blind ourselves to our true motivations and unwittingly sabotage the effectiveness of our own efforts to achieve success and increase happiness.
You are running a project that is supposed to improve the organization to leap out in front of the competition, yet you have had little formal training on what that means. Project managers need lessons in how world class business runs to drive projects to make that happen.
Built to Last, Collins' first book and defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning.
But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?
Excellent project managers are relationship builder both with the project team and the stakeholders. You need to continually build those skills and build trust.
|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:||Robert S. Kaplan, David P. Norton|
|Publisher:||Harvard Business Review Press|
Projects build capabilities to met 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.
Most organizations consist of multiple business and support units, each populated by highly trained, experienced executives. But often the efforts of individual units are not coordinated, resulting in conflicts, lost opportunities, and diminished performance.