Effective Project Management: Traditional, Agile, Extreme Paperback – 28 Oct 2011
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From the Back Cover
Gain the skills and tools to become an effective project manager
Get ready for a more robust approach to project management one that recognizes the project environment and adapts accordingly. This resource first introduces you to the tools, templates, and processes that you′ll need in your toolkit. You′ll then explore five different project management life cycle (PMLC) models for managing a project: Linear, Incremental, Iterative, Adaptive, and Extreme. Along the way, you′ll find step–by–step guidance on how to apply each technique. All of this will give you a complete understanding of how to successfully complete projects on time and within budget.
This comprehensive guide helps you:
Apply all nine Knowledge Areas defined in PMBOK
Establish project management life cycles and strategies
Decide on the best method for managing specific types of projects
Select and use best–of–breed project management tools and templates for each management task
Utilize the Project Support Office, Project Portfolio Management, and Continuous Process Improvement programs
Prevent projects from becoming distressed and create effective intervention strategies
Continuously adapt your chosen project management model to changing project conditions
Manage multiple team projects by integrating the tools, templates, and processes into a single team
About the Author
Robert K. Wysocki, PhD, has more than 40 years′ experience as a project management consultant and trainer, information systems manager, systems and management consultant, author, training developer, and provider. The founder of Enterprise Information Insights, Inc. (EII), he has written 20 books on project management, business analysis, and information systems management.
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Top Customer Reviews
I highly recommend . Book Axis is a super good service provider. I got the book in 2 days
Most Helpful Customer Reviews on Amazon.com (beta)
Right after our finals, I spoke to a student who took this course earlier (with the older version of the book), and he was lucky enough to actually listen to Robert as visiting lecturer for one class. The man is nothing short of brilliant!
This book is fantastic -- one of the true gems of my collge experience. I do have 2 minor quibbles, however:
1) Robert sometimes goes into an explanation that's far too wordy. He does not confuse, but at times he tends to repeat himself -- over and over, for several pages. Not the whole book, just now and then.
2) There are no review questions of any kind. (Not even a quibble for me, but it may be for you.) At the end of each chapter are scenarios to discuss as a group, if you are so inclined. If you are using this for self-study for certification, this will very likely be a real pitfall. However, you could supplement the vast wealth of Mr. Wysocki's real-world experience with one of the exam study/cram books out there.
This is not the book to "cram" for an exam. It discusses terminology and concepts, but goes into great detail about the hows/whys pros/cons of various project management approaches and processes. You must actually read! This book is in no way designed to skim or cram, and you will not be able to do that with this book (unless you already read *this* book and are just reviewing it).
However, if you want to become a good project manager, or improve your practice, this is the best book!
Wysocki has provided an exemplary text that provides an incredibly thorough illustration of the elements, processes, and learning objects comprising project management. Moreover, this reference should be prescribed as the overarching framework that every CIO and CKO requires as part of their teams' methods to success.
Michael JD Sutton, PhD, Asst. Professor
Bill and Vieve Gore School of Business
MBA and BBA Programs
1840 South 1300 East
Salt Lake City, UT 84105
Office Phone: (801) 832-2563
Fax Number: (801) 832-3106
- This book should be a multi-volume work, because of the vast concepts covered. Several times, Mr. Wysocki ends an important topic with referring to another book. Concepts like team-building, calculation of project duration, etc are core concepts and have to be discussed in details.
- The concepts has to be clarified with real-life examples. I am surprised that Mr. Wysocki did not include good examples of his own 45+ years PM experience. Moreover, Mr. Wysocki has also mentioned that he has interviewed 10000 Project Managers. It is clear that there are many good real-life examples available.
- His view of Project Management/Business Analyst is unclear and needs more elaboration. The same is also true for Project Management/System Analyst combination.
- Mr. Wysocki introduces 4 PMLCs: Traditional, Agile, Extreme and Emertxe. I do believe that traditional PMLC can be included in Agile. This PMLC is a special case where number of iteration is 1. I have difficulty to envisage a project without goals or solution and without time and finance constraints. All business people that I have met so far are so sensitive about financials and ROI. I believe by addition of another process group to those already defined by PMI, the issue of Extreme and Emertxe can be resolved. Apparently, PMI defined Scoping Process Group does not suffice for this task.
- I found the structure in each chapter confusing. Sometimes I lost the thread and have to go back and forth in order to find out which topic has been discussed?
Readability of this book is much higher than PMBok and I recommend this book to anyone that wish to have an introduction to project management concepts.
The book is broken down into four parts: Part I: Defining and Using Project Management, Part II: Establishing Project Management Life Cycles and Strategies, Part III: Building Effective Project Management Infrastructure, and Part IV: Managing the Realities of Projects. The subtopics range from a basic discussion on manning a project to a great discussion throughout the book on different models that could be used to manage projects (e.g., traditional, agile, extreme, Emertxe and various subtypes in between). Major topics also include: Establishing a project management/support office, establishing project scope, planning, launching, monitoring, trouble shooting, closing, and portfolio management. There are a number of other smaller topics as well.
The book is written at a fairly easy reading level (e.g., entry MBA level) so students and others can get a grasp of the information. However, the lack of examples and case studies makes it difficult to relate to or internalize. This is a major drawback for readers with limited experience working in this field or working in industry in a management position. I think a main assumption is that students taking a class with this book or readers that are using it as a reference or for professional development have a background in at least a basic course in management and one in organizational behavior. More than one would be better. I don't recommend this book for undergrads due to their lack of experience and the need for them to have a wider breadth of life and course experience which would help them more fully maximize this book's potential.
This book does have several significant benefits but I found it to be lacking in several areas. The advantages include:
1. Scope discussion. The discussion of scope was well done and emphasized throughout;
2. People focus: Focus on having the right people;
3. The role of client participation;
4. The use of project teams;
5. Good (not the best but good) on troubleshooting problems using eight different methods;
6. Tips and tricks that the author has used in his career. These are are good (more would be better, but other books I have don't have this much at all)
There are also a number of major areas for improvement in this book including:
1. Use of acronyms. There is too much use of acronyms. While the acronyms appear throughout. Being someone that works in a world of acronyms it makes the reading harder because you are always trying to remember what they are in the book. Many acronyms become confusing with ones you may be familiar with elsewhere;
2. Discussion on models. There is too much discussion on the models one can use to do a project which didn't leave room for other important topics;
3. Lack of hands on project meat. It seemed that the discussion revolved around everything but actually getting down to business and doing the project. There was heavy emphasis on client involvement, scope, building the team, and roles of players, but not much on scheduling, developing a plan, estimating, risk management, reducing project duration, leadership, and performance measurement. These other topics are discussed, but unlike Gray and Larson (among others), they are not discussed in detail. If I had only had this book to rely on for training or even this book with a post graduate course, I would not feel confident in doing project management.
4. International project management. There was little discussion about international project management;
5. Weak examples. The book examples were weak. They often focused on technology and IT and were very vague. This book needs a wider breadth of examples;
6. Use of case studies. More case studies are needed to improve this book in order to help the reader understand how the concepts were applied in a variety of settings. There is a case study that students may be assigned to do that runs throughout the book on a pizza firm, but it is very vague and far too repetitive to really be of value.
7. Scope change request process. The section on scope change requests was too thin and needed examples to back it up;
8. Lack of examples. There were many cases where the author would refer to a prior discussion on templates and tools but there was little discussion on how these tools actually worked in a business setting with clear examples. Again, there was too much theory and not enough practical examples.
Overall, I was expecting more meat with hands on project management and less theory and repetition on models. Project Management by Gray and Larson is a better book that will provide more meat. I would use this one as a secondary source that focuses on people and models and Gray and Larson's book (not sure what their new edition is) to actually manage a project. Over all, while the author has a lot of industry experience, I found it difficult to connect the information together into a comprehensive project management toolbox. The lack of examples that tie theory to application, the focus on IT projects in the given examples, and too much of a theoretical approach are the primary reasons for giving it a 3.75/5 which may be a little generous.
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