This book addresses a gap in the Project Management literature – how people and their behaviours contribute to project failure, and shows the reader how psychology can improve the chances of project success. Continue reading “Project Psychology (Book Review)”
Let me start by saying that this is BIG book. As it would take me a very long time to read the whole thing (and I doubt that the book is meant to be used that way) I will base my review on a selection of chapters that appeal to me rather than the whole thing.
I recently saw a great example of spontaneous teamwork. I was making my way up one of those very long escalators you find in London tube stations. Some way above me and ahead of me, a woman took off her hat and put her hand on the moving hand rail, but without realising it let go of her hat. The hat slid quickly down the steeply sloping polished surface next to the hand rail. It slid past several people but a man about ten rows behind the woman caught the hat. The hat was then passed forwards by various people and within little more than ten seconds was returned to the delighted and grateful woman, who until then had not even realised it was lost.
I noted several observations from this little scene… Continue reading “Spontaneous teamwork – the best kind?”
by Michael Nir
Self-published by the Author as a Kindle eBook on Amazon.com, 46 pages (estimated, 10,400 words), £2.65 RRP (review copy supplied free of charge)
PragmaticPMO Rating: ****
This book leads with a single central principle – that a PMO’s sole reason for existence is the creation of value for the organisation, and that the single most effective way it can do that is by managing the allocation of resources to projects. Of course, tools, methodology and processes are all good things to have, but identifying how to deploy resources for the best return on that investment is where a PMO really comes into its own. Continue reading “The Agile PMO – Leading the Effective, Value Driven, Project Management Office (Book Review)”
This book aims to improve Project Managers’ understanding of their projects’ stakeholders, and in doing so to improve the quality of engagement and hence project outcomes.
It starts by stating the obvious (but easily forgotten) truth that project stakeholders are all human beings (hmmm, not sure if I can say that applies to all the stakeholders I’ve dealt with…) with all the emotions, personal agendas, hopes and fears that entails. It crucially points out that they may not care about or really support the project (even if they say they do), and that behind the scenes they may even be working really hard to ensure it fails.