Australia, Brazil, Canada, France, Germany, India, Italy, Japan, Mexico, Netherlands, Spain, United Kingdom, United States
Most books about project management just describe the procedural mechanics of doing the job – how to create and update the plan, fill in the weekly reports, generate the thousand and one pages demanded by Prince2, bow to the whim of senior management, and put a brave face on disaster if you can’t shift the blame.
This book, however, deals with managing and working in a team and how to get through a project without being overly stressed and demoralised. Every project is different and each will have its own challenges – there are no silver bullets and no fool-proof methods. It’s about getting the best out of those you manage and those who manage you, as well as customers, to deliver projects on time, on budget, and to expectation.
It aims to help ensure that you are neither overwhelmed by the sheer number of meetings nor the length of time they can take – exposing the paradox that on many occasions you could have delivered the project on time if only you hadn’t had the many meetings demanded by someone who was worried that your project was slipping.
Although the experience in this book comes from the IT industry, the ideas and approaches are transferable to most other projects – this book is about human factors and turning them to your and your team’s advantage.