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The Emotionally Intelligent Project Manager
on 14 December 2009
I really enjoyed the anecdotes and historical references in this book - and especially identified with Peter's experiences in starting out on projects as a brand new PM, along with the subsequent trials and tribulations of engaging key stakeholders and managing the dynamics of the team(s) in getting to work and over the hump of the project.
My take on it, though, is that the book is more about the realistic and emotionally intelligent project manager - and their ability to manage stakeholders and teams - as much as it is to do with knowing the detailed practice of being a PM or assuring delivery. Peter does not hide this latter fact in the book however - which is good. He says in the Introduction that the cold, hard (and dry!) theory is well documented elsewhere for those to discover and swat up on - along with all those wonderful acronyms and terms to learn like "management product" or "deliverable", "PID" or "Project Charter" and so on (except Peter uses the PMP terms, coz that clearly is the methodology he has been trained in). So, in referring to such things, clearly he knows a detailed and structured way to go about it and could teach us on it (if he really, really wanted to) - but he just does not want to tie us up in it