Volume IX - Issue XII - December 2007
PM Book Reviews
Book Title: Head First PMP: A Brain Friendly Guide to Passing the PMP Exam (Head First)
Introduction to the Book This book is written as part of the O’Reilly Head First series of books. The authors wrote this book to enable professionals to better prepare for the Project Management Institute’s Project Management Professional (PMP) or Certified Associate in Project Management (CAPM) examinations. The book is intended to supplement the Project Management Institute’s Guide to the Project Management Body of Knowledge (PMBOK). Thus the book focuses on the examination and is not intended as either a project management reference book or an introductory book to project management. The authors are themselves PMP certified and have a project management training and services consulting practice. This is the second O’Reilly book published on project management by the authors. Overview of Book’s Structure The book begins with an introduction that explains the purpose of the PMP examination and the PMI project management approach in general. The authors state that the book’s chapters are organized along the same topic structure as the PMBOK guide: Organizations, framework, process framework, integration management, etc... This simplifies using the book as you can just go chapter by chapter back and forth from the PMBOK to the Head First PMP book.
Book Title: Seven Steps to Strategy Execution
Introduction to the Book Very little attention has been paid to strategy execution. Instead, most of the research focuses on strategy creation. A great strategy in name only does not automatically lead to superior results. Given the tumultuous business environment in which we are all operating today, being able to execute on strategy creates strong competitive enduring advantage. A successful strategy differentiates a business and provides the impetus for sustainable success. A poor or misunderstood strategy can be equally significant and has the potential of driving an organization completely out of business. Understanding what constitutes ‘strategy’ and implementing it across the organization is therefore a critical component of creating a high performance organization. The common sentiment in this 316-page book is that while successful strategy execution can be difficult to achieve, it's not an impossible feat. "Seven Steps to Strategy Execution" provides crucial advice for organizations that are trying to successfully implement their corporate strategies and executing with a specific interest in minimizing obstacles that get in the way of this implementation. The failure of organizations to effectively execute corporate strategy is a key factor limiting their success. A carefully planned approach to execution is vital in order to attain organizational strategic goals and objectives and to offer organizations a framework against which to map their progress.
Book Title: The Zen Approach TM to Project Management:Working from Your Center to Balance Expectations and Performance
Introduction to the Book I desired to review The Zen Approach TM to Project Management as “The Zen practitioner sees the universe as a complex of systems and processes” as do I. Not only do I believe the universe is complex; but, within the complexity is order. I personally believe that given the divinity of the creation of the universe comes guidance if abided by prescribes its orderly and effective unfolding as well as identifies the characteristics of a dynamic self. I believe alignment with this same Power can also bring about comparable, orderly effortless conditions for self and our own project undertakings. The Author recognizes existence of this Power and/or Zen within each of us which explains why the Author painstakingly asks the reader throughout the book “Are you awake, yet?” The Zen Approach TM to Project Management is a how-to book in:
Project managers and business leaders find themselves continually striving to bring projects in on time, scope and budget by hastening efforts to push the project ahead in a straight line from project initiation to project close as quickly a possible while clearing hurdles with use of the standard PMBOK tools and techniques. But, try as they may…effective use of these tools and techniques do not always alleviate the heightened complexities and accompanying conflicts which often result in projects that cannot meet set expectations. As a result, many project manager professionals seek other industry prescribed alternatives such as negotiation and conflict resolution techniques to alleviate project conflicts and restore team harmony. Such techniques do yield marginal returns but, project managers still question their own leadership skills while attempting to identify the root cause of negative team dynamics.
Book Title: Emotional Intelligence for Project Managers
Introduction to the Book Many project managers are hired or promoted primarily based on their technical backgrounds. All too often emotional intelligence (or soft skill sets) are considered merely “nice to have” qualities. The author refutes this approach and argues that the degree to which emotional intelligence is applied can be the determining factor between the success or failure of a project. The book does not represent a perusal of clinical research on motivation or any other aspects of the field of psychology. Rather, it provides hands-on advice and multiple tools and techniques for actively incorporating the concept of emotional intelligence into a project manager’s busy work life. I felt that I would be a good candidate for reviewing this book since my educational background includes psychology, and besides the expectation of benefiting from the advice dispensed in the book, have held a profound interest in the field of motivation for many years. The author draws from his experience gathered during 20 years of project management in the capacity of an employee of and consultant to large corporations as well as university professor and member of the National Speakers Association, the Project Management Institute, and the American Society for the Advancement of Project Management. Overview of Book’s Structure The book can be viewed as a PM adaptation of Daniel Goleman’s popular books “Emotional Intelligence: Why it Matters More than IQ”, “Working with Emotional Intelligence”, “The Emotionally Intelligent Workplace” and “Primary Leadership” (the latter two books were co-authored). In addition, the authors make references to the PMBOK® Guide as well as the writings by psychologists Peter Salovey and John D. Mayer. The book begins with a primer on emotional intelligence. It then lays out the Emotional Intelligence Framework for Project Management, which consists of a) self awareness, b) self-management, c) social awareness, d) relationship management, and e) team leadership. At the end of the book, the reader will find a host of appendixes containing a tally sheet, checklist, table and a matrix as well as recommendations for movies, magazines, journals, books, training courses, websites, and more.
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