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Quentin W. Fleming, Author
Tustin, California
The book is an outstanding companion to the authors' Visualing Project Management book which my company has used for many years as a textbook for teaching project management. The first section of the book provides a quick refresher on some key communication concepts. It reminds the reader of typical pitfalls that occur when communicating within a project. Section 3 provides a short summary of the numerous organizations that are currently involved in the establishment of project management and systems engineering standards and models.
Overall, it is an outstanding reference book.
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scenery.
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I am one of the fortunate ones who actually attends Pastor Linda's church and have witnessed her gift. I highly recommend this book.
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Leveraging the power of visualization, the authors have developed a highly intuitive model that succinctly depicts this complex, multi-faceted discipline. In the book, the authors "build" the model for the reader, explaining the relationships between the project management essentials (common vocabulary, teamwork, project cycle, and management elements) and then graphically tying the elements together. The book doesn't stress the deep-layer technical details of project management elements, but it doesn't need to. Its hallmark is its rich graphic depiction of project management relationships and interactions.
The authors draw on their experience gained through years of industry and government project management work and use real cases of successful and some not-so-successful projects to illustrate their project management approach. Throughout the book, they offer tips, tools, and techniques to adapt project management practices to yield "better, faster, cheaper" results. The accompanying CD has several demos and visual exhibits that underscore key concepts presented in the book. I was particularly impressed with the video presentation of the spiral model "unrolled" onto Mooz' and Forsberg's "Vee" model.
Experienced project managers might not learn anything new by comparing this book's project management model to more familiar models, but I wouldn't bet on it!
Also of note is the emphasis on managing the business case and getting customer buy-in throughout the process to ensure that the solution will satisfy the business case even if the business case is changing. There is no gain in successfully delivering a solution that is of little value.
Many projects suffer because of poor baseline management and this book calls for managing the three baselines (business, budget, and technical) to be congruent. Control Gates are effectively proposed as the discipline to cause this to happen.
All important concepts are clearly illustrated and three dimensional models are provided to assist in understanding important interesecting processes. The included CD provides visualizations that you can use with your team. I do.
If you are able to get all of your team members including your customers to understand these concepts your life will become much easier and your projects are sure to be more successful. There is nothing that reduces conflict more than having a common vocabulary and a clear and mutual understanding of the management approach.
This book also explains in an easy-to-understand fashion the concept of earned value project management. This section that should be considered as mandatory reading by all involved in project implementation. Also don't miss the section on project vocabulary, reiterating the need for clear and understandable communication among all participants.
A key mistake that is constantly made in project management is the assumption that one needs immediately start producing Gantt charts with Microsoft Project from the inception. A far better approach, as outlined by the authors, would be to use the "cards-on-the-wall" method to illustrate roles, sequences and dependencies, forming the basis for a good basic project plan. This results in a well-organized basic plan, which has a far greater chance of success and meeting budgets. There is still ample time to introduce the Gantt chart schedules from Microsoft Project, but as a part of the process.
There is an accompanying CD-ROM that has an excellent presentation of the "spiral" model opening onto the authors' "Vee" model that shouldn't be missed. More visual exhibits that give emphasis to concepts presented in the book are there as well.
Visualizing Project Management should be considered as must reading by not just project managers, but those involved in change control and IT personnel in general.
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