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Review
–Jim Brosseau, author of Software Teamwork: Taking Ownership for Success
“A book rich with content, practical tools that can be easily adopted, and great examples that relate to the common workplace!”
–Lisa Shoop, software director at Sabre Holdings
“For those new to project management, Stand Back and Deliver offers the voice of experience. Its message is clear: Understand the value you must deliver, understand and manage the project’s complexity, trust in your people, and above all, have the courage to do the right thing.”
–Patrick Bailey, Department of Computer Science and Information Systems, Calvin College
“With most business books I am happy if I learn one or two key things that I want to put to use. This book is full of such concepts and tools and provides enough detail and examples that I’m confident I’d not just want to use them but would be able to do so successfully.”
–Terri Pitcher, IT manager
“Today’s postmodern organizational environment requires a new approach, and this book will provide many insights to the reader. You will learn how to detach and stand back, and yet passionately engage and deliver.”
–Greg Githens, managing partner at Catalyst Management Consulting, LLC
Product Description
Agile Leadership Techniques Focused on What Matters Most: Business Value and Competitive Advantage
Whether you’re leading an organization, a team, or a project, Stand Back and Deliver gives you the agile leadership tools you’ll need to achieve breakthrough levels of performance. It brings together immediately-usable frameworks and step-by-step processes that help you focus all your efforts where they matter most: delivering business value and building competitive advantage.
You’ll first discover how to use the authors’ Purpose-Based Alignment Model to make better up-front decisions on where to invest limited resources–and how to filter out activities that don’t drive market leadership. Next, you’ll learn how to collaborate in new ways that unleash your organization’s full talents for innovation. The authors offer practical tools for understanding the unique challenges of any project and tailoring your leadership approach to reflect them. You’ll find a full chapter on organizing information to promote more effective, value-driven decision-making. Finally, drawing on decades of experience working with great leaders, the authors focus on a critical issue you’ll face over and over again: knowing when to step up and lead, and when to stand back and let your team work.
Coverage includes:
- Effectively evaluating, planning, and implementing large system projects
- Reducing resistance to process improvements
- Bringing greater agility to the way you manage products, portfolios, and projects
- Identifying the tasks that don’t create enough value to be worth your time
- Developing the forms of collaboration that are crucial to sustaining innovation
- Mitigating project risks more effectively–especially those associated with complexity
- Refocusing all decision-making on delivering value to the organization and the marketplace
- Making decisions at the right time to leverage the best information without stifling progress
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Customer Reviews
I am an advocate of taking the ego out of management and believe that managers acting as facilitators and stepping in when necessary rather than taking an ever-present command and control attitude, gain far more productivity from their teams.
The authors of this book have provided me with additional tools in their arguments and instruction in 150 pages than most Project Management book three times the size. They keep things simple and are concise without the patronizing tone that can be felt when reading other books of this nature.
They explain 4 simple models that can be used today in many different industries and write in a way that motivates the reader to try these out as soon as they get back to the office. They focus on:
Purpose Alignment Model - which allows for a clearer vision of what categories projects fall into. I have seen more generic and complex 'Business Alignment Models' where many projects are incorrectly categorized as 'differentiating' but do not add this type of value to the organization. By focussing on the purpose and using their 'Billboard' technique, insight is given into which projects truly are differentiating to the organization.
Context Leadership Model - giving visibility into the complexity and uncertainty values of a project to help leaders manage projects, with the right people, more effectively.
A Four Step Collaboration Process - designed to assess the right people for the job, allowing transparency in environments and then trusting people to get on with what they do best to produce high quality work.
Value Based Decision Making - Determining which projects to start, continue and stop based on making decisions at the last responsible moment. This model is taken from Lean Product Management and has worked well in the past.
These are simple models, easily implemented, directed at resolving common root causes that are systemic in many activities. The concise, real, case studies accompanying the ideals show what is not only possible, but achievable. Using the 'Purpose Alignment Model' I found myself not only looking at current projects but completed ones to determine, in retrospect, whether we overspent resources into what we thought was a differentiating project when really it was one that actually retained business parity.
I know this will quickly be one of the dog-eared, bent out of shape, probably missing its cover type books that I often return too.
If you are a business leader and want a fresh perspective of the projects currently underway in your organization or group this is a valuable resource that will provide, in my opinion, huge ROI.
The book spends much time talking about the different actions you should take, as a project leader, for each quadrant. Useful, as the authors suggest that there are qualitative differences between the quadrants in terms of project management as well as personnel best suited.
But there is a problem that is elided over. It has to do with the boundary between the quadrants. Yes, you can probably do a reasonable job assessing the relative ordering of projects and thus get a graph. But where do the quadrants overlay these points?
This may be unsolvable. Instead, suppose some projects have already been done, while at least one project is ahead of you. (If none, then there's little point to this book except purely as a retrospective analysis.) Perhaps from how you've handled the prior projects, you can try to see which of the quadrants they should have been in, after a careful study of the book. Then use this to fix the quadrant overlay and apply it to the new project.
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