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Product Description
From the Author
Managing projects is, it is said, like juggling three balls - cost, quality and time. Programme Management (portfolio management, multi-project management) is like a organising a troupe of jugglers all juggling their three balls and swapping balls from time to time.
I've been working in the programme management arena for a number of years and I wrote this book to help others.
It follows on from Project Management Demystified which has become much more widely read that I could have dared to hope.
I've covered the practical problems in a practical way and I hope it will help you too.
Programme management means many things to many people. Read the first page
Concordance
Front Cover | Copyright | Table of Contents | Excerpt | Index
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However, after the first couple of chapters, I rapidly realised that although the author may be experienced in this subject, the perception to the reader is that this book is written with a chip on the shoulder about management roles and 'past experiences', a battled scarred attitude! There was really very little content that would help someone understand Programme Mgt. For example, techniques for resolving cross-funtional and project issues/risks/budgeting are not even mentioned. Even coverage of areas such as focusing on the many areas under the umbrella of Programme, such as Business, IT, Change Mgt, Infrastruction & Organisational changes etc... are not even covered, this is an absolute must for a programme mgt focused book.
I was very disappointed as the author has spend too much time focusing on sarcasm and wit rather than rather than actually providing a useful insight into programme mgt. Just to provide an example, one particular client name used in examples is of name 'Norfolk & Goode', which as phrased in this book and when read quickly is meant to sound abrasive and rude even though the example was trying to focus on a serious topic. Come on, how old are we?
The only real area of the book which I found accurate was in the multiple types of matrix and project structures, for this I would say should have been the standard for the book throughout.
In summary, this book needs to be far more positive, less sarcastic, less emotional on bad experiences and stick to the facts, more content on actual programme management and less on trying to make fun and jokes.
Programme management really isn't properly covered with great gaps / key areas not covered.
All in all - don't bother with this book!
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