Breakthrough Technology Project Management, 2e (E-Business...

Features

• Cover Type: Paperback with 342 pages
• Published by: Butterworth-Heinemann
• Edition: 2nd Edition January 15, 2001
• Written in: English
• ISBN 10 Number: 0124499686
• ISBN 13 Number: 978-0124499683
• Book Dimensions: 8.9 x 5.9 x 0.7 inches
• Weighs: 15.2 ounces

Reader Reviews
This review is from: Breakthrough Technology Project Management (Paperback) This book is best suited as supplemental reading for seasoned project managers who are looking for fresh ideas or a different approach that may not have occurred to them. Many of the concepts discussed can only be applied in specific circumstances, and judging when to use them takes some experience. The book should not be used as an introductory text for new managers or as the basis of a technology development process. Despite the title, there is nothing novel enough in the 281 pages to be described as 'breakthrough'. Perhaps because the authors try to concentrate on specific themes, there is also a lack of completeness. For example, aside from a few sentences, there is no discussion of budgeting, estimating, risk management, or quality assurance. Much of the guidance assumes that a project manager has more control over the organization than is typical. Some of the ideas could actually contribute to worse project performance. On the positive side, the book is stuffed full of guidelines that can be applied to most projects. The authors expand on such ideas such as managing multiple projects together as a 'slate' and using the number of issues to indicate project progress. The informal writing style makes it easier to read than the typical project management textbook. The book doesn't need to be read from front to back. The lists of things to consider while managing a project are well organized and indexed. For example, if a manager needs some fresh ideas about how to deal with a poorly performing team, just flip to Chapter 14 and browse for the problem and recommended solutions. Although one of the authors is from a university, there is a curious lack of academic rigor. While there is a short bibliography, there is a complete absence of footnotes. In other words, there are many claims made, but no independent confirmation can be made of the data. Do the methods described actually work? We have only the authors' opinion. They sometimes confuse tools and technology with management principles. Broad statements abound about how everything is different in the modern world and how IT projects are even more different. However, the examples in the book describe an organization that most reasonable managers would describe as already dysfunctional. While the ideas presented may be 'breakthrough' to such a fictional company, they are really just common sense to most well run organizations. You may just not have thought of them yet. Comment | | (Report this)