Book Description
What is it about Napoleon Bonaparte that has led recognized leaders such as General George S. Patton to study his principles-and countless books on management and leadership to quote his maxims? What lessons can today's project managers and leaders learn from Napoleon's successes and failures?
Napoleon on Project Management explores the key principles behind Napoleon's successes, the triggers that led to his downfall, and the lessons to be learned from his ultimate demise-and applies these lessons to modern-day project management and leadership at all levels.
Customer Reviews:
Valuable Project Management lessons through history.......2007-05-08
Excellent insight and valuable lessons into project management with an inspirational tour of Napoleons life an achievements. I am a history buff and like war stories. This books was very interesting and explains the soft skills required for project management.
It lays out leadership qualities required for a project manager and ties them very well with Napoleon's achievements with great stories. Most important, book explains the mistake a project manager should avoid that led to debacle of Napoleon.
This books helps you to improve your soft skills of project management - leadership, communication... This book does not teach you the hard skills or formuals like schedule variance or Estimated time to completion.
I would recommend this for a Project Manager who needs to improve leadership capabilities and soft skills required for project management.
Nice to see the human side.......2007-01-27
As other reviewers have mentioned, the references that Manas cites and the summaries at the end of each chapter make this book a helpful reference.
As someone who helps program managers with the human side of technology implementation, I found his discussion of the human side of project managment much more complete than is generally the case. Manas includes suggestions of simple tools such as RACI to align roles and responsibilities and SMART to ensure that vision and objectives are Specific, Measureable, Aligned, Realistic and Time-bound. On a less tactical level he adds reminders of important human change elements such as the need to create an emotional link to the purpose to motivate people to make a change. Also, he discusses the importance of stating an incredibly clear business case for a project.
I appreciated his attention to linking the lessons from history to our current business context. As an example, in the discussion of cost cutting, the author reminds us of the difference between cutting for strategic management versus shareholder appeasement. It is all too easy to lose sight of these fundamentals in the midst of the next "urgent" project proposal.
I am in no way related to the author. I highly recommend this book.
Ariel Blair
Thought Catalysts
[...]
Manas' Napolean book is great for a wide range of PM audiences.......2006-12-19
This Summer we read Jerry Manas' book, Napoleon on Project Management; Timeless Lessons in Planning, Execution and Leadership, but have not had the time to post our review of it. So here goes. Napoleon on Project Management continues an industry thread of great reads with useful information for Project Managers. Given that most of today's most effective Project and Program Managers are Renaissance Women and Men, it makes great sense to Learn Lessons from history, literature, and all the other resources available to us beyond just our practice publications. And what better way to add to your Executive point-of-view than to learn from arguably the most effective Executive of the 1800's!
What I Liked
As a history enthusiast, I especially appreciate the extent of research Manas put into this book. For example, he not only pointed out nuances in Napoleon's leadership style, he reported stories of how he used that style to gain the confidence of his troops. Then Manas establishes the connection between each of these stories and the lessons today's Project Managers can apply from them.
Blow-by-Blow
Part 1: Rise To Power. I felt like it started slow. I had trouble figuring out the structure or direction. I finally decided Manas was laying the groundwork for what was to come. Even after I finished the book, I went back, wondering if my pick-it-up-and-read-a-bit approach was to blame. That was, in fact, part of the problem.
Part 2 started strong. The Six Winning Principles gave this section the sense of structure I was looking for in section 1. This is the heart of the book, and each chapter went over one of the Six Winning Principles with allegory, detailed steps for fulfilling the Principle, and projections into today's application.
Part 3: The Downfall introduced Four Critical Warning Signs. Each Warning Sign breaks down into components that are evident in many of today's projects.
Tee-ups: Each Chapter selected a transferable theme, explored Napoleon's application of an insight or tool, and then usually applied that learning to today's projects and Project Managers.
Executive Summary and Marching Orders: Each chapter ended with a list of the key learnings in that chapter. This was especially useful for going back to find where certain innovations (such as Critical Chain) were mentioned. There was no index, probably due to page count limitations.
External Resources: Manas has extensive references to other books and resources. Unlike some authors, most of the references are not to his own works. If I had followed each cite to delve into how it supported the point the author was making, I still would not be finished with the book. This was mostly a strength, although sometimes it disrupted the flow of the storyline.
Innovations: Manas has Napoleon inventing, or at least establishing as prior art, many of todays PM tools and toys. Everything from Earned Value Management, to Goldratt's Critical Chain, to Portfolio Prioritization and Resources Allocation, and many others. Geez, if I didn't know better, I'd suspect Jerry Manas to be Bonaparte reincarnated, trying to get credit where it is due.
Audience: This book has a wide-ranging potential audience. However, practicing Project Managers will appreciate more of the insights and comparisons than most others. Executives can gain from the perspective of Napoleon as a leadership model as well as a hard-charging CEO. The book could probably work well in the classroom, given the effective debriefing at the end of each chapter.
Disappointment: It is not the book's fault, but I was saddened to recall the details about Napoleon's final Project Closure. I'd forgotten that part from my Jr. High School history classes, and I grew an attachment to the man through Manas's stories. I think Jerry Manas did as well.
Rating of this book (4.5 out of 5--I rounded up)-- Stacy A. Goff, PMP
Solid, well rouned, and enjoyable to read.......2006-04-23
This was a very interesting and easily read book. The subject matter has the potential to be dry, but the author has done an excellent job making it uniquely interesting. Who would have thought of relating Napoleon to modern day project management concepts? I'm in an Master program (MSIS at Kelley School of Business) and I had to read a book on project management as a requirement of the class. Once I picked up the book I was quickly hooked and wanted to read it. It references many other excellent book titles and authors in the field of project management - in this respect alone it is a good resource. I like the way he has "Marching Orders" and "Executive Summary" at the end of each chapter. It is not only instructional it's inspirational. Thanks for making my assignment profitable and fun.
By the way, I have NO connection to the author in any way. I've seen some comments on Amazon where the author and the person writing the comments have very close ties. It makes me suspect of their objectivity.
Important Book for Project Managers and Leaders.......2006-04-07
I recently read Napoleon on Project Management. Jerry Manas, the author has some very interesting things to say about how Napoleon conducted his campaigns and what modern day business leaders can learn from him.
Mr. Manas has identified Napoleon's Six Winning Principles:
Exactitude - awareness, research and continuous planning
Speed - reducing resistance, increasing urgency and providing focus
Flexibility - building teams that are adaptable, empowered and unified
Simplicity - clear simple objectives, messages and processes
Character - integrity, calmness and responsibility
Moral Force - providing order, purpose recognition and rewards
Mr. Manas says "these principles work together and feed off one another like interlocking gears. A lack of any one of them will impede success".
He goes on to say "we need to keep in mind, however, that even being well versed in all six principles is not a guarantee of success. Knowledge of principles is just theory. To be truly successful, we must use the principles".
I couldn't agree more. I close all of my keynotes speeches with the quote "knowing is not enough". I challenge my audiences to take the information and knowledge I have shared with them and to put it to use. Mr. Manas makes the same point - and he is right.
I enjoyed this book. I read a lot of history, but not military history. To me, Napoleon was always "that little guy with his hand in his coat who got exiled to Corsica". Reading the book, I learned something about Napoleon and how he conducted his campaigns, as well as what Mr. Manas has to say about project management in today's world.
I like the way the book is organized too. Mr. Manas has done a nice job of summarizing his points. Each chapter ends with a brief section entitled "Marching Orders" - sort of like Cliff Notes embedded in the book.
In short, Napoleon on Project Management dispenses common sense advice on not only project management, but leadership. It lives up to its subtitle: Timeless Lessons in Planning, Execution and Leadership.
Book Description
Accessible, easy to read case-studies in real-world project management challenges, each case study contains a story of the problem followed by an examination of the solution presented in easy to understand language. Most of the project management books I have read are basically textbooks. They are dry to begin with and don't focus on the practical advice that most people need to run their projects. My book does not assume you are a project manager building a nuclear reactor or sending a man to the moon. This book will focus instead on the millions of people who manage normal, medium to large projects on an ongoing basis. I think that this type of format will allow the readers to relate better to what they are reading, since it brings into play a project scenario and a practical project management lesson to learn. The reader will also recognize recurring characters that appear in multiple stories and will start to develop some empathy and interest for their struggle.
Customer Reviews:
Teaches the mindset for successfully managing a project.......2007-04-05
I agree with the previous review that there are many implicit lessons to be learned--such as creating a rapport with the people you work with. Most projects fail because of communication--or lack there of--not technical issues. This book is full of nuggets of wisdom, albeit common sense for project managers who have learned them the hard way--from their own mistakes. So, do yourself a favor and buy this book so you can learn from other's mistakes.
Great Book!! AAA++++++++.......2006-10-22
This is a great book about project management. It's not like other books that you get tired of reading half way due to it's monotomy and over-terminology text. This books relate real project management cases in a story teller way that besides of making it fun, it also educate the reader. I just finished a project management class from University of Phoenix, and my goal is to become PMP certify. This book has motivaded me even more to continue seeking higher education.
Helpful anecdotes for those already running projects.......2005-05-27
This book would be most useful to someone who is currently running a project, is somewhat inexperienced, and who either knows or suspects that something may be going wrong. There are a lot of excellent situational examples of how to understand a problem, diagnose what to do appropriately to the size of the project, and resolve it. As noted by other reviewers, though, this shouldn't be taken as a book that contains a sequence of steps needed to run a successful project.
My favorite explicit lesson was on underpromising and overdelivering. The authors point out that while that's a great approach, never use it as an excuse to sandbag your schedule or add more features that the client didn't necessarily ask for. Overdelivering should only come in the form of early or cheaper than expected delivery of the agreed-upon solution. I couldn't agree more.
There was also a great implicit lesson buried in each of the lessons that wasn't called out explicitly and which at least one of the other reviewers failed to pick up on - the importance of developing a good rapport with project managers and members. In each of the lessons, the authors spend valuable book space describing fictional details and conversations tangential to the lessons at hand. However, I've found that to be an important part of conversations in all aspects of project management, as it's easier to have hard discussions about work-related problems when you've made it clear that you have empathy for them as a person and that any work-releated issues are not an attack on them.
waste of money.......2005-01-06
Rather pour. I think one should find those lessons info for free on the Web sources on project management.
Every lessons has a little story half of it is completely irrelevant for the subject discussed.
E.g. "The one thing I did know about Susan was she was a germ freak. She kept little moist toweletts in her desk drawer to wipe off the phone and doornobes periodically, and she also washed her hands more than anyone else I know." p.25
"Ashley was married and had two children. She often volunteered at her kid's school and also helped out once a month at their neighbourhood church. She was wearing dark pants with a plain red turtleneck and red framed glasses..." p. 13
and so on about half of page for each lesson, so you should expect more than 25 pages of such ladies novels in the 190 pages of text.
No pictures, graphs, tables and any illustrative materials. Just a plain text. Several times it's hard to get the main idea of the lesson.
Can recommend only as an additional to some serious book on project management. It's like a conversation with a sentimental old project manageк with a cup of tea.
Practical Advice that all Project Managers Need to Heed.......2003-10-12
Tom and Jeff Mochal have accomplished one of the most difficult aspects of training and mentoring others in the field of project management in their new book. Project Managers can attend classes, receive certifications, and still not have the benefit of an experienced Project Manager like Tom Mochal. Jeff has used his talent to take Tom's valuable and practical experience and made it easy to understand and apply immediately! If you are a project manager, you must have this book. Read through the various areas on risk, quality, scope, budget, etc. and apply these techniques today! You'll be glad you did. If you like what you read, (...). What are you waiting for?? Go see for yourself.
Customer Reviews:
innapropriate title.......2007-04-19
the title and the description are misleading.
This book is about utilizing RUP when you're dealing with contractors, outsourcing or offshoring.
However, it has so little RUP info in it, the book should be called one of these titles:
The Outsourcer's guide to project management,
Wrangling Contractors with RUP,
Utilizing RUP with Outsourcing
I got about 2 chapters in and realized the book wasn't even targeted at me, i'm an in house developer needing to learn about Rational unified process. I am not a PM trying to manage a bunch of people remotely, which is what the book SHOULD be targeting.
Real World Iterative Project Advice.......2007-01-09
Iterative Projects require additional attention to planning and re-planning that traditional projects 'do' but not in forced regular intervals - iterations.
Some day... a reference will exist with more details on what was actually planned in iterations of a real project. This book is a nice descriptor of the challenges, risks, process, ...
All the instructions needed to understand the basics and progressive steps are included, here........2006-11-07
Any computer user contemplating managing software projects with the IBM Rational Unified Process must have Project Management with The IBM Rational Unified Process: it comes from an author with plenty of background in the system and reviews the program through the entire development cycle, from initial planning to final regular maintenance. Don't think projects have to be large to use this, either: small and medium-sized projects will benefit, as well. All the instructions needed to understand the basics and progressive steps are included, here.
Diane C. Donovan
California Bookwatch
a coherent process for management.......2006-10-07
Gibbs writes about how to manage a complex project, subject to various vagaries. The idea is to show how Rational Unified Process can aid the manager. In doing so, the book talks about topics common to any managerial process. Like Change Request Management. Over time, this can get progressively more complex. Sometimes so much so that it can act as a very hinderance to understanding and implementing changes.
Mostly, of course, the book educates the reader in RUP. It might simply be that RUP's main merit is in providing a systematic framework for management. After going thru the book, you may not necessarily buy into all that is RUP. But its comprehensive overall structure could give you, the manager, a coherent process to adopt.
With the proper background, there's insight here..........2006-09-03
Talk about reading a book that feels like you're reliving your current work assignment... Project Management with the IBM Rational Unified Process - Lessons from the Trenches by R. Dennis Gibbs.
Contents: Introduction to Outsourcing; Overview of the Rational Unified Process; Getting Started - Request for Proposals (RFPs), Proposals, and Contracts; Best Practices for Staffing the Outsourcing Organization's Project Management Office (PMO); Best Practices for Staffing the Contractor's Software Project Team; Establishing the Software Development Environment; Inception - Kicking Off the Project; Identifying and Managing Risks; Navigating the Requirements Management Process; Construction Iterations - Staying on Target; Testing; Transitioning a System into Service; System Operations and Maintenance Issues; Using Consultants Effectively; The Project Postmortem; Common Mistakes Utilizing RUP; Implementing a Two-Stage Procurement Process; Glossary; Bibliography; Index
I'm in the midst of a specification documentation project, and the organization I work for uses the Rational Unified Process (RUP) standard. The author rightfully states that RUP is adaptable, in that you don't have to adopt absolutely every artifact that RUP contains. You tailor it to fit the organization and the process load you want to undertake. This book is far from a comprehensive guide to everything RUP. Instead, it's more focused on solid project management techniques and processes, and it so happens that RUP is the underlying documentation flow that's used. The other twist you'll see here is that there's an emphasis that you've brought in contractors or you've outsourced your development activity, and Gibbs focuses on how a RUP approach can help overcome many of the difficulties inherent in not controlling every aspect of software development.
There's a couple of things I don't quite agree with, however... The author talks about RUP being used in an agile methodology, and states that RUP *can* be agile if you use only what you need. Technically that is probably true, but in reality RUP is a document-heavy methodology that bears little resemblance to agile techniques as they are commonly thought of. Also, chapter 6, Establishing the Software Development Environment, talks about the build/borrow/buy choice for development software. He refers to the "borrow" solution as shareware, when in reality it's open source software. They are two different things, and it makes me wonder how much the guy really knows about software as opposed to project management.
If you're in the right scenario of managing outsourced projects using a RUP methodology, this book will offer significant insight. I don't know that I'd recommend it for an introduction to RUP, as you'll probably walk away with a few more questions than answers...
Customer Reviews:
Been Their, Done That.......2007-04-10
When I first saw the title of this book I had to smile at the thought of the big IT projects with which I have been associated that subsequently sank as though they had run into an iceberg.
An example though of how this book approaches comparing the Titanic with an IT project: One way to get an advance notice of an iceberg ahead is to pull up a bucket of sea water and get its temperature -- it's colder around the iceberg. A sailor was assigned to do this. He was observed filling the bucket with tap water, as the rope he was given was too short to reach the sea. The IT meaning - set up tests, but make sure the tests are real and that the results of the tests are based on real data not what is easy to obtain or pre-determined by other means.
This book is an easy-reading, light-hearted approach to illustrating some real truths about how projects (not only IT projects) really work. You'll pick up a few ideas about why the last project was so late and over budget, and perhaps your next project will go better.
a necessary tool for your team.......2007-02-17
Reviewed by Bette Daoust for Reader Views (2/07)
I want to start with a statement that this book, although aimed at IT executives, contains valuable information for executives in any part of an organization. Project disaster can happen to anyone at anytime. All projects should be on-time and on-budget no matter where they exist. So where do you start? You start by having a copy of this book and read it from cover to cover, make notes, and review everything with your team.
You will begin with your strategy. What industry does not need to define a strategy? Anything from stating the problem, creating a solution, resource requirements, to return on investment, should come into play no matter what the project. IT executives tend to fall into this far more often than any other executive and this book addresses a number of the issues through example. What better teacher than projects that have not made the grade.
It has been said that Edison found thousands of ways that his inventions did not work and those so called failures were the teaching tools for the successes that followed. Any IT executive that has never reached the point of failure still has a lot to learn. Kozak-Holland presents project disasters where the reader may gain experience through learning what did not work, even though the procedures were put in place to prevent disasters. Following the book to the letter will not necessarily help to avoid disaster; it simply provides a road map to guide your judgment. For example, the author talked about avoiding percentages because peak periods are not taken into consideration. If percentages are used, then disasters are more than likely to occur. Good advice!
So what does this book provide for the reader? "Avoiding Project Disaster" is a plethora of information on how problems can interfere with a project and solutions for avoiding most of those problems. The key message is to monitor the project at all times and never let down your guard. The book will guide any IT executive through the project maze. If you are at all involved with managing projects, then this book is a necessary tool for your team. Do not start your next project without it.
Average customer rating:
- Interesting and informative
- Very Helpfull, Especially if your last Project Sank
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Titanic Lessons for It Projects
Mark Kozak-Holland
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Avoiding Project Disaster: Titanic Lessons for It Executives (Lessons from History)
ASIN: 1895186269 |
Book Description
Do you have the "perfect project?"
Don't be so sure...
R.M.S. Titanic was considered by many, including its designers and builders to be an unsinkable ship. With redundant safety systems that used the latest emerging technologies of the day, the ship was considered so safe that it did not even need a full complement of lifeboats. Yet, a collision with an iceberg put an end to the ship on its maiden voyage and led to the deaths of thousands of passengers and crew. The sinking of Titanic is one of the worst maritime disasters ever.
Titanic Lessons for IT Projects analyzes the project that designed, built, and launched the ship, showing how compromises made during early project stages led to serious flaws in this supposedly "perfect ship." In addition, the book explains how major mistakes during the early days of the ship's operations led to the disaster. All of these disasterous compromises and mistakes were fully avoidable.
Author Mark Kozak-Holland shows how the lessons learned from the disaster can be applied to IT projects today. In modern IT projects, we often have situations where we believe that we have designed, built, or launched a "perfect" solution. Kozak-Holland juxtaposes the Titanic story and modern IT projects so that we can learn from the disaster and avoid making similar mistakes.
Entertaining and full of intriguing historical details, the book helps project managers and IT executives see the impact of decisions similar to the ones that they make every day. An easy read full of illustrations and photos to help explain the story and to help drive home some simple lessons.
Download Description
Building upon the popularity of the first book in the Lessons from History series, this book presents lessons for IT project managers harvested from the project that designed, built, and launched the H.M.S. Titanic. Full of practical advice, this book builds on the most notorious "failed project" in recent memory, the sinking of an "unsinkable" ship.
Customer Reviews:
Interesting and informative.......2006-10-12
Reviewed by Regan Windsor for Reader Views (9/06)
Any failed project can feel as catastrophic as the sinking of the Titanic, and we can all learn from the lessons of failed projects. "Titanic Lessons for IT Projects" brings both these premises together by taking a look at the lifespan of the building and sailing of the Titanic "project" and comparing the lessons learned to that of the IT Project life cycle.
"Titanic Lessons for IT Projects" analyzes all facets of the building, marketing, and sailing of the Titanic. Full of informative diagrams, details, and insight it provides interesting and informative information on project management from lessons learned in the sinking of the Titanic.
The Titanic, like many IT projects, faced many failures after the project was deemed complete and "in production." However, many of the failures can be attributed to processes and design compromises throughout the project. Non-functional items were cut back to make way for more functional requirements (such as reducing the height of the bulkheads to allow for a larger ballroom, thereby reducing the ships ability to contain flooding). Proper testing was not carried out at various phases of the project due to pressures of time constraints and overconfidence; again major pitfalls in IT projects.
Just as project management companies can gain valuable insight for future projects through the analysis of both successful and, more importantly, failed projects the project management world can benefit from an analysis of the failure of one of the world's most famous failed projects. Not only does "Titanic Lessons for IT Projects" highlight the importance of testing, design, and ensuring the project does not become blinded by external agendas, it does so by providing real life analysis from an intriguing and thorough analysis of a historical legend. Full of fascinating facts and analysis it is easy to forget you are learning the facets of project management!
Very Helpfull, Especially if your last Project Sank.......2005-12-02
When I first saw the title of this book I had to smile at the thought of the big IT projects with which I have been associated that subsequently sank as though they had run into an iceberg.
An example though of how this book approaches comparing the Titanic with an IT project: One way to get an advance notice of an iceberg ahead is to pull up a bucket of sea water and get its temperature -- it's colder around the iceberg. A sailor was assigned to do this. He was observed filling the bucket with tap water, the rope he was given was too short to reach the sea. The IT meaning - set up tests, but be sure the tests are real and that the results of the test are based on real data not what is easy to obtain or pre-determined by other means.
This book is an easy reading - light hearted approach to illustrating some real truths about how projects (not only IT projects) really work. You'll pick up a few ideas about why the last project was so over time and over budget, and perhaps the next one will go better.
Book Description
- For the first time ever, the senior architect and lead developer for a key enterprise system on NASA's ongoing Mars Exploration Rover mission shares the secrets to one of the most difficult technology tasks of all-successful software development
- Written in a conversational, brief, and to-the-point style, this book presents principles learned from the Mars Rover project that will help ensure the success of software developed for any enterprise system
- Author Ronald Mak imparts anecdotes from his work on the Mars Rover and offers valuable lessons on software architecture, software engineering, design patterns, code development, and project management for any software, regardless of language or platform
Customer Reviews:
Intellects vast and cool and unsympathetic, regarded this book with envious eyes........2007-08-01
The template of "principles" in this book are covertly ideal discussion topics & solutions to be telegraphed sublimely during an interview session for the software development project manager when the interviewer(s) are not technically astute and semi-techtarded. In no way am I trivializing this book's relative importance, nor its integrity, just its targeted appeal. Nearly all big picture "solutions" presented in this text are genuinely useful but often overlooked. Rapid prototyping to get ideas and requirements into the recursive feedback loop of constructive critique and buy-in as fast as possible, what's better than that in the real world of software development? To keep things in perspective, keep a mental copy of this simplistic book within you for those high-level meetings and interviews to help paint the bigger picture of that which is really important in getting quality, productive software successfully developed instead of going astray in detailed minutiae.
Simple List of Lessons Learned.......2006-11-13
A simple collection of Best Practices and Lessons Learned from the Mars Rover Software Project. Full of higher level design and architecture decisions, but, no code listings and minimal implementation details. The lessons cover everything from component interfaces, logging, loosely coupled services to team dynamics and project management. Large clear fonts and plenty of whitespace allow for easy and quick reading. Recommended for those seeking a high level view, don't look for a lot of detail such as code snippets, etc.
Average customer rating:
- The Book is itself a Great Success
|
Project Management Success Stories: Lessons of Project Leadership
Alexander Laufer , and
Edward J. Hoffman
Manufacturer: Wiley
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ASIN: 0471360074 |
Book Description
"This is the project management book I've been waiting a decade for! . . . The new world is the Project World, and this book gloriously shows the way."-Tom Peters
How to get beyond the formulas and succeed in real-world project management
Project Management Success Stories begins where most books on project management leave off-with the real-world experiences of professional project managers working without a net. From these stories and the lessons they teach, project managers emerge not as bureaucrats or technicians clinging to rules and formulas but as champions who challenge the status quo, set goals that extend the limits of their teams' capabilities, rely more on judgment and intuition than calculation, and are not afraid to take risks when necessary.
Based on a comprehensive, NASA-sponsored research project, this practical guide takes readers beyond textbook management systems and articulates the field-proven tacit knowledge that these veteran leaders have accumulated through years of experience under fire. These stories contain lessons that extend far beyond the field of engineering; they apply in any environment, from the government task force to the corporate boardroom to the shop floor. This remarkably unconventional how-to book:
* Features 70 firsthand project management success stories
* Presents actionable lessons demonstrated by these success stories
* Inspires and energizes readers to reach new heights in their own performance
* Conveys leadership principles and intangibles in a simple, nontechnical format
* Provides resources for creating success stories within any organization
* Includes profiles of five "star" project managers
Project management is not just for engineers anymore, and Project Management Success Stories is for anyone-engineer or generalist, project manager or team member-who wants to turn the tacit knowledge of proven professionals into hands-on solutions to the recurring challenges of a dynamic and constantly changing business and technological environment.
Customer Reviews:
The Book is itself a Great Success.......2000-04-21
This book is great on three critical dimensions
Format--Structure Content--Concepts Reality--Real-life
The format of very succinct articles is the key to all great literature.
Usually the things of most worth are simply stated Majestic in concept Whip sentences in writing Words with wallop, like burning, hanging and the rack
Words that crash through our defenses That force us to face reality That compress a vital concept Into spear-like succinctness
The concepts are true--and illstrated to establish their verity
The practicality of each article and concept is substantiated by the real-life experiences that serve as their basis
This is a vital addition to the literature on system design and development: projects.
Book Description
This digital document is a journal article from Energy Policy, published by Elsevier in . The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.
Description:
Recent market convulsions in the energy industry have generated a plethora of post-mortem analyses on a wide range of issues, including accounting rules, corporate governance, commodity markets, and energy policy. While most of these analyses have focused on business practices related to wholesale energy trading, there has been limited analysis of retail energy services, particularly energy efficiency projects. We suggest that there were several business concepts and strategies in the energy efficiency arena whose inherent value may have been masked by the larger failure of companies such as Enron. In this paper, we describe one such concept, namely, actuarial pricing of energy efficiency projects, which leverages a portfolio-based approach to risk management. First, we discuss the business drivers, contrasting this approach with conventional industry practice. We then describe the implementation of this approach, including an actuarial database, pricing curves, and a pricing process compatible with commodity pricing. We conclude with a discussion of the prospects and barriers for the further development of transparent and quantifiable risk management products for energy efficiency, a prerequisite for developing energy efficiency as a tradeable commodity. We address these issues from an experiential standpoint, drawing mostly on our experience in developing and implementing such strategies at Enron.
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