Breakthrough Project Portfolio Management

 

BOOK REVIEW

Book Title:    Breakthrough Project Portfolio Management: Achieving the Next Level of Capability and Optimization
Author:  Murali Kulathumani, MBA, CSM
Publisher:  J. Ross Publishing
List Price:   Retail $59.95
Format:  Hardcover, 272 pages
Publication Date:  2018     
ISBN: 978-1-60427-149-2
Reviewer:   Sean M. Thomas, PMP
Review Date:   June 2018

 



Introduction

This is the first book from this author that I have read.  And I have to say, if this author writes another book, I will be sure to read it right away.  Murali begins by explaining the genesis of his experience in portfolio and project management, the difference in the fields’ theory and its practice, and his realization of the benefits of a modified methodological approach from a most practical perspective.

Only a very simple and basic understanding of project and portfolio management is needed to understand this book.  Murali quickly points out that while most books of this sort are not “made in a vacuum”, there are many helpful resources that participated in the assistance of this endeavor.  The endeavor?  To help anyone in project and portfolio management understand both of these areas more effectively, give them the tools to manage them more intelligently, and navigate the perilous waters of portfolio management from inception to efficiency, and from current decrepitude to rejuvenation.

Overview of Book’s Structure

This book begins by explaining the functions of a Portfolio Management Office (I’m going to coin a term here simply for the readers ability to separate ideas and definitions, PfMO = Portfolio Management Office, since PMO means Project/Program Management Office), and its responsibilities of overseeing the projects over which it has dominion.  It then gets into details about the intake and assessment of work as well as the tools to use to maximize the potential of that work.  The author goes further, giving us actual templates/snapshots of spreadsheets and diagrams, to afford us the well-conceived tools and techniques which will allow any and every Project Manager, Program Manager, Portfolio Manager, and business person the ability to setup and manage these offices most effectively.

Next come Annual Planning and Funding strategies.  The most interesting part of these chapters is not so much the way in which to plan for these, which is succinct yet ample, but rather, the pitfalls and pigeonholes one may expect to confront from external sources who have a stake in “fighting the power” of the experienced Manager, or worse yet, the newcomer brought in to reign in the insanity.  Murali goes beyond identifying these speedbumps by giving us additional tools to deal with these dilemmas in a logical manner, and always, as professionals.  From the perspective of this PMI-ACP, I would call this “Murali’s Roadmap to Sucessful Project Management”.

Murali then explains the Monitoring, Rebalancing, and Benefits Realization of PfMO’s when run well.  After this he starts offering up his own “modified Earned Value Management” or mEVM, which puts the power of producing consistently solid results in the hands of all who avail themselves to his writing.  Instead of using technical terms like Planned Value, which he references of course, he uses a “laypersons” approach and calls it what it is: “How Much Work Should Have Been Completed?”.  It is actions like this that enable any business person the ability to read this book.  He also breaks things into manageable components, such as Aggregation for PfMO use into three dimensions, “Portfolio View”, “Program View”, and “Multi-Year Project View” (page 126).  He then demonstrates an Agile approach to keeping everyone honest by recommending that all these dimensions be posted where ALL WORKERS CAN SEE THEM, so everyone in the company who passes by can see how work is progressing and see where the endangered/bad projects might be at any point in time.

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About the Reviewer


Sean M. Thomas, PMP

Texas, USA

 

 

 

Sean Thomas holds a MBA from University of Texas at San Antonio as well as the PMI credentials PMP and PMI-ACP.  He is also a Lean Six Sigma Black Belt.  He teaches PMP and PMI-ACP Exam Prep Courses all over the world for government and non-government organizations alike, his students boasting the world’s highest PMP exam first-time test-taking pass rate of 99.7%, for all students who follow the careful course curriculum designed by Sean himself.

Sean is Adjunct Faculty for Hallmark University in San Antonio, TX, teaching for the Schools of Business and Information Technology, including Project Management, Macro and Micro Economics, Mathematics/Statistics, etc.  Sean has ten years’ experience in the US Army, both in demolitions and Armor (tank commander) having served two combat tours, and was badly wounded on his second while leading and protecting his troops.  After being medically retired out of the Army in 2008 at the rank of Captain, he continued his education and practiced consulting work for a wide range of organizations, which he continues to do, and in 2012 he started his own company called Project Vanguards LLC.

Sean can be reached at [email protected] and you can view his LinkedIn account at the web-link below, and his company information can be found at http://ProjectVanguards.com

LinkedIn Page:  https://www.linkedin.com/in/sean-m-thomas-85767913/

 

Editor’s note:  Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the Alamo PMI Chapter in San Antonio, Texas. Authors and publishers provide the books to PM World; books are delivered to the PMI Alamo Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Alamo Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.   If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

 

Practitioner’s Guide to Program Management

 

BOOK REVIEW

Book Title:    The Practitioner’s Guide to Program Management
Author:  Irene Didinsky, MBA, PMP
Publisher:  PMI
List Price:  $39.95
Format: Softcover, 235 Pages
Publication Date:   2017
ISBN: 978-1-62825-368-9
Reviewer: David Kressin PMP
Review Date: June 2018

 


 
Introduction

I can say from experience that most people do not really understand what Program Management is, nor what Program Managers do.  I took a survey at my place of work the other day and was surprise at how little people understood what Program management was about.  If nothing else, you need to read this book to solidify what Program Management is and how it helps a company.  But, that is only chapter 1.

Every program Manager, Potential Program Manager or just Mid-Level Manager will take away much more than the time it takes to read this book.  Didinsky eliminates years of trial and error give us a path to success.  I have already applied several of the formulas and tools provided in this book to my current project.

Overview of Book’s Structure

The book very much structured like a text book, with the concepts and definitions at the start, the Program Management life-cycle, processes, tools and formulas in the middle and future planning and summarization at the end.  Any teacher could pick this book up and use it as a basis for a Program Management class.  The book is that well-structured and that complete.

Most books you read, each chapter is similar in size and provides one key message.  Didinsky does stay with strong messages with each chapter but spends the time where it is needed.  Chapter 7 is only a few pages where chapter 8 is 4 times the size of chapter 7.  Actually, I really like this.  Give me the information and detail where it makes sense and is needed.

Because there is so much work behind project management (Training Classes, Books, Our own Experiences, etc.) every manager project or not understands and can anchor to these concepts.  Didinsky use this base in Project Management to drive home the major points behind Program Management.  She does this by providing relevant comparisons throughout the book.

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About the Reviewer


David Kressin

Texas, USA

 

 


David Kressin, PMP
is a senior program manager in the retail and wholesale logistics industry specializing in improving warehouse strategic and tactical operations, labor and systems efficiencies. He has worked for over 35 years managing resource efficiency improvements and logistics, transportation, warehouse management software implementations in the retail and wholesale warehousing environments.  David’s concentration is in the high volume grocery, food and drug industries.  He has successfully planned, implemented, and managed several strategic projects to improve warehouse and logistics efficiencies around the world.  For the past 20 years he has been working as an independent consultant. David Kressin can be contacted at [email protected]

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

 

Simmer Down

 

BOOK REVIEW

Book Title:    SIMMER DOWN: How to Deliver Successful Projects Despite Impossible Deadlines and Unrealistic Budgets
Author:  Douglas Brown
Publisher:  CALTROP Press
List Price:   $6.99
Format:  Soft Cover, 141 pages
Publication Date:   2016
ISBN: 978-1975871895
Reviewer: Betsey Katiti, PMP
Review Date:   July 2018

 



Introduction

As a newly certified PMP, I am still trying to get my feet wet, figure out my way in the world of Project Management.  While I have had success in managing/organizing projects in my Community – my most favorite of which was promoting and facilitating fund-raising Concerts for a group of orphaned children from Uganda – I am well aware of much larger corporate/federal projects that are harder to manage let alone complete successfully.  When I came across ‘SIMMER DOWN’ by Douglas Brown, I felt that this is  a book that could help me to take a deep breath, calm down and learn how one can deliver “Successful Projects Despite Impossible Deadlines and Unrealistic Budgets”.

Overview of Book’s Structure

In 8 Chapters, Douglas Brown starts out in the 1st chapter titled “We’ve Been There Too!” telling the reader that she or he is not alone in trying to manage a project that has the odds stacked against them, others have been there too.  He wants the reader to know that there are ways and means that can help a project complete successfully in spite of the hurdles along the way.  When faced with a project that is not exactly progressing nicely like we were taught in the PMBOK GUIDE, a discouraged Project Manager may feel there is no way out but Mr. Brown wants to equip the Project Manager with the tools that will help him or her deliver a successful project in spite of all the odds.  The author from early on and throughout the book emphasizes the importance of looking at the Big Picture.  How does your project fit in the overall organization structure’s needs and objectives?  The better your solution aligns with the direction of the organization, the more support you are likely to get.

In the following 6 chapters, Mr. Douglas goes out of his way to point out what the Project Manager needs to be aware of.  He covers topics that the average Project Manager especially one new to the field of Project Management may not be aware of.  Topics such as Capabilities, Baselines and Dependency Reviews.  Capabilities are what an organization is able to do and how well they can do it; they drive the organization’s strategy.  Find out how your project contributes to building an essential capability.  Baselines are the project’s delivery commitments.  While it may seem that these are written in stone, the reality is that most people are looking for a solution and this gives a Project Manager an opportunity to succeed.  Dependency reviews should be carried out early on in the project so the managers of different projects can review tasks that may create cross-project dependencies and how to best deal with them.

In the 8th and final chapter, Closing Out, Mr. Douglas talks about the importance of conducting a closeout.  Your project may have completed successfully but the organization will be poorer in the long run if there is no useful closeout process.  Future project teams need to be able to build from the experience your team has spent so much time and effort to gain.  Pay it forward; provide the people who come after you with decent records and hints.  You owe it to the Project Managers who will come after you to document what worked and what did not, expose the issues and drivers your project had to contend with.  It may not be convenient for you or the organization to round up the resources needed to conduct the retrospective but the benefit is well worth it.

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About the Reviewer


Betsey Katiti, PMP

Maryland, USA

 

 

 

Betsey Katiti, PMP is a Business Analyst for The Buffalo Group in Reston, Virginia.  Betsey holds a B.S. in Mathematics and Computer Science from Pace University, New York and M.S. in Computer Science from Rensselaer Polytechnic Institute, Hartford, CT.  She earned her PMP in March 2018 and is a member of the Silver Spring PMI Chapter in Silver Spring, Maryland.

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Silver Spring Maryland Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Silver Spring Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

 

Co-Create

 

BOOK REVIEW

Book Title:    Co-Create: Harnessing the Human Element in Project Management
Author:  Steve Martin
Publisher:  Business Expert Press
List Price:   $34.95
Format:  Soft cover, 123 pages
Publication Date:   2017
ISBN: 978-1-63157-627-0
Reviewer: Srinivas Jonnalagadda
Review Date: June 2018

 



Introduction

Successfully moving a large organization forward is a complex task specifically if it is projectized. The day-to-day activities synchronize and generate commitment, clarity, and momentum magically steer a large organization to its strategic goals. The co-create model establishes a framework for slow agile transformation from which teams can flourish.

The model provides excellent project execution, change leadership by providing a roadmap, team member commitment which is secret to high performance, and create a value for all. The aforementioned framework contents are also pillars of SAFE Agile methodology. Members of projectized teams such as project managers, team leaders, organizational development coaches, and team members with focus on engagement and performance improvement can benefit from this short and concise book. I sincerely thank Steven Martin for excellent job of sharing his valuable experience and insight through this book.

Overview of Book’s Structure

The book Co-Create: Harnessing the Human Element in Project Management reviews the co-create model. It starts with providing a case for co-create model’s usage in a large organization. The next four chapters provide big ideas used to generate team member engagement while describing day-to-day project journey which made the difference. The addendum chapter provides other co-create elements which help teams to successfully implement the model. The organizational readiness questions for successful transformation are also listed in the concluding chapter.

Highlights

The core of the model illustrates the project journey and depicts the task, team and individual project changes and positive changes due to team member commitment. This model presents a conceptual understanding and method not currently found in the literature. This book provides chance for team members to learn about the human experience during the project life cycle paving way for an organizational agile mindset change.

Highlights: What I liked!

The Co-Create Harnessing the Human Element in Project Management book can be viewed as a short course in project life cycle techniques. The main idea of agile transformation focusing on group and individual day-to-day engagement is the attraction of this book.

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About the Reviewer


Srinivas Jonnalagadda

Australia

 

 

Srinivas Jonnalagadda is a seasoned software project management professional with 16 plus years of hands-on experience in Software Project Management, Software Design, Development and Implementation using Agile Scrum Software Engineering methodologies and standards. Leadership experience includes Banking, HealthCare, Telecommunication, Aerospace, and SCADA domains. Software Development Manager, Scrum Master, Lead Developer, Senior Software Developer, Software Engineer, and Analyst/Programmer, and software programming trainer roles performed.

Email address: [email protected]

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

 

How to Manage Complex Programs

 

BOOK REVIEW

Book Title: How to Manage Complex Programs: High-Impact Techniques for Handling Project Workflow, Deliverables, and Teams
Author: Tom Kendrick
Publisher: AMACOM
List Price: $24.09
Format: Hardcover, 336 pages
Publication Date: May 2016
ISBN: 978-0814436929
Reviewer: Dr. Charles Y. Chen, PhD, PMP
Review Date: August 2018

 



Introduction

The effort needed to manage a program is no less challenging than conducting an orchestra. A program manager must oversee the projects, identify and acquire resources, manage the budget, ensure proper communication, foresee potential risks, manage stakeholder expectations, and meet deadlines. The list goes on and on. Indeed, while a program manager not only needs to unify all the projects within the program, uncertainties have to be managed. Because a program is composed of many projects, a successful program manager needs a fundamental understanding of the principles of project management and how projects can be managed in a unified fashion within a program construct. Indeed, this can sound very daunting, especially for a new program manager.

How to Manage Complex Programs provides a program manager a set of tools and strategies to manage the day-to-day program complexity. This book provides the reader basic program management skills and much more. Using diagrams, flowcharts, and real-life examples, the author helps a program manager establish transparent cross-functional communication, develop integrated planning, identify metrics & KPIs, navigate change management, align stakeholder expectations, and identify and acquire resources. While the realities of program management can be very challenging, How to Manage Complex Programs will put the program manager onto the path to success.

 Overview of Book’s Structure

The Program Management Institute decomposes project management into five processes: initiation, planning, executing, controlling, and closing*. How to Manage Complex Programs is written in a very similar fashion.

The book begins with a foundational discussion about what program management is and the complexity involved. The author then uses the following chapters to walk through the steps and strategies of Program Initiation, Program Deliverable Management, Program Planning and Organization, Program Execution and Control, and Program Closure. A chapter is specifically dedicated to Program Leadership because a key part of program management is overseeing and coordinating multiple project teams and people working the numerous activities.

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About the Reviewer


Dr. Charles Y. Chen

Texas, USA

 

 

 

Dr. Charles Y. Chen, PMP has had the privilege of leading teams of engineers and scientists to transform ideas into viable products. His career began at Northrop Grumman, initially as a systems engineer and then as a program manager, he led matrixed teams of engineers to innovate, mature, and produce new electronic sensor technologies and algorithms. Energetics Incorporated introduced Charlie to the world of management consulting. Initially as a director then as the Chief Strategy Officer, he led teams to help clients transition ideas developed in the laboratory to the marketplace, overcoming the so-called valley of death. At Hover Energy, Dr. Chen led the key activities to build a new wind turbine designed for the urban environment. He is currently an Engineering Fellow at the Raytheon Company.

Dr. Chen received his B.S. and Ph.D. degrees in Electrical Engineering from Cornell University. He received his Executive Education from University of Chicago Booth School of Business. As a PMP, he looks forward to leading his next team to achieve the impossible.

Email address:

[email protected].

https://www.linkedin.com/in/charlesychenphd/

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

 

Essentials of Managing Risk

 

BOOK REVIEW

Book Title:    The Essentials of Managing Risk for Projects and Programmes, 3rd Ed.
Author:  John Bartlett
Publisher:  Routledge – Taylor & Francis Group
List Price:   $50.95
Format:  Softcover, 120 Pages
Publication Date:   2017
ISBN: 978-1-138-28830-0
Reviewer: Donna Baldassin Light, BSN, MPA, PMP, CHC
Review Date: March 2018

 



Introduction

Many project managers have challenges distinguishing risks from issues and communicating these to the project team in an understandable format.    The author uses established charts, processes and methods to break down the risk assessment process into simple and manageable displays that can be shared with all stakeholders. The process can be applied to all stages of the project life cycle and built into the program design to identify uncertainties and plan contingencies.

Overview of Book’s Structure

The book layout is organized by Chapter as follows:

  • Introduction
  • Identifying and expressing risk
  • Assessing risk
  • Responding to risk
  • Recording risk
  • Analyzing and reporting risk
  • Administering risk
  • Managing risk
  • Conclusion

Highlights

Issues are defined as events that have already occurred and may have caused detriment to the project. Risks are events that have not yet occurred but may or may not occur in the future. It is important to distinguish risks that are potentially preventable and avoidable as opposed to addressing the issues already in play.

The tools and techniques demonstrated, illustrated, and explained in visual format, are practical to use while communicating to stakeholders, board members, and other members of the project team to enhance their engagement on ways to assess, minimize, and mitigate potential risks.

The book emphasizes that too many risk managers identify and analyze the risk, but fall short when it comes to reponding to thse risks and evaluating the effects of implemented strategies.  The book emphasizes the importance of working with the project team to identify, assess, respond, report, analyze, and control known or perceived risks. Each process group is broken down, explained, and demonstrated according to chapter, making it easy for the reader to reference and refer back to a particular area of interest.

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About the Reviewer


Donna Baldassin Light

Texas, USA

 

 

 

 

Donna Baldassin Light, RN, MPA, PMP, CHC works for AccentCare, Inc. as Manager, Corporate Compliance, in Dallas, Texas. She has demonstrated leadership in the healthcare industry and has proven experience in project management, compliance, business operations, and clinical areas as a registered nurse.  She has worked across a continuum of health care settings to facilitate, implement and develop programs needed to improve delivery of healthcare and related services.  Donna earned her Project Management Professional (PMP) certification in October of 2015 through PMI and is certified in healthcare compliance (CHC) 2017 through the HealthCare Compliance Association. She earned a Master’s in Public Administration (MPA) in Healthcare Management, New York University, NY, and Bachelor of Science in Nursing (BSN), The University of Bridgeport, CT.   She also serves on the Continuous Process Improvement (CPI) Committee for a North Texas federally qualified healthcare clinic.

Email: [email protected]

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

 

The Leader Habit

 

BOOK REVIEW

Book Title:    The Leader Habit: Master the Skills You Need to Lead in Just Minutes A Day
Author:  Martin Lanik
Publisher:  AMACOM
List Price:   $25.00
Format:  Hardcover, 256 pages
Publication Date:   April 2018
ISBN: 978-0814439340
Reviewer: Montrae C. Jemison
Review Date: May 2018

 



Introduction

Everyone has an aspect of themselves that makes them a leader and a leader whom wants to be more influential with a lasting impact. Therefore, we seek self-awareness through self-development or leadership training. The Leader Habit is a structured guide for creating new habits utilizing the Leader Habit formula. The book is broken down into four parts:

  • How It Works
  • Build Your Leadership Skills
  • Exercises That Develop Your Skills
  • Encourage New Skills In Others

“Whether you consciously realize it or not, you are constantly responding to cues around you with numerous well practiced habitual responses. Habits save you mental effort and allow you to achieve more at work and in life.”

Overview of Book’s Structure

The Leader Habit uses a lot of examples and stories at the beginning, which were very interesting, yet I found slowed me getting to the “meat’ of discovering the formula. There are 22 core leadership skills that the author and his team used to develop the Leader Habit Formula. They are categorized by either getting things done or focusing on people.

The author also wants the reader to discover their personality traits out of six choices in order to assist with developing the micro-behaviors to whichever of the 22 Core leadership skills you have chosen to use with the formula.

The Leader Habit formula wants you to practice a new habit for only 5-minutes a day to help those of us that procrastinate and need a quick way to sustain something new.

Highlights

The Leader Habit capitalizes on the 22 core leadership skills and your personality traits. When it comes to ‘getting things done’ and ‘focusing on people,’ a leadership skill category is given. Each category contains 3-5 leadership skills that are defined and then an explanation as to why the skill is important, next are telltale signs that you need to improve the skill and the personality traits that are aligned with the skill. The 5-minute leader habit exercises follow the category.

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About the Reviewer


Montrae Jemison

Texas, USA

 

 

 

Montrae Jemison is a Military Veteran. She is tenacious, energetic, and a global traveler. She has spent the last 10 years of her career as an Instructor and Training and Development Coordinator in the healthcare sector. She is currently pursuing a graduate degree in Cybersecurity.

She can be contacted at [email protected]

 

Editor’s note:  Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the Alamo PMI Chapter in San Antonio, Texas. Authors and publishers provide the books to PM World; books are delivered to the PMI Alamo Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Alamo Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  PMI members are generally mid-career professionals, the audience for most project management books.   

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

Patterns of Strategy

 

BOOK REVIEW

Book Title:  Patterns of Strategy
Author:  Patrick Hoverstadt, Lucy Loh
Publisher:  Project Management Institute
List Price:  $41.95
Format:  Soft cover, 406 pages
Publication Date:  March 3, 2017
ISBN:  978-1138242678
Reviewer:  Dr. Charles Y. Chen, PMP
Review Date:  June 2018

 

 


 
Introduction

Patterns of Strategy offers a framework that helps one understand the forces acting on an organization’s strategic relationships, from competitors to partners and from the regulator to the marketplace itself. While traditional approaches, such as the famous Porter’s Five Forces, require organizations to assess the environment around them, the authors observe that they have ignored the dynamic nature of the relationships. The authors of Patterns of Strategy offer a system-level view in developing strategy, where the strategy influences the nature of each relationship over time, leading the changing relationships to influence the strategy and an organization’s strategic fit.

In addition, Patterns of Strategy offers 80 common patterns of strategy in a recipe book fashion together with detailed descriptions and examples of the steps required to achieve that strategy. Leaders and strategists can use this toolkit to understand the relationship of their business and their strategy to the actors around it, and then adapt or readjust the strategy as necessary.

Overview of Book’s Structure

Patterns of Strategy is divided into four parts. The authors use Part One to lay out a set of arguments on why conventional strategy fails and how the Patterns of Strategy approach addresses these shortcomings. Part Two introduces the building blocks that the authors use to assess the current strategic situation and then to design strategic maneuvers to improve the organization’s strategic position. Part Three is a catalog of 80 strategies. Each strategy contains detailed description and examples on the steps required to achieve the strategy and the metrics to assess performance. Part Four guides the reader through how to build a strategy using the methods presented in Part Three. In order words, Part Four provides a strategist the steps of strategy creation and then process to manage it.

When one picks up this book, it is tempting to jump straight to Part Three. I certainly was. However, I recommend against it. Reading Parts One and Two is a necessary prerequisite to understanding the fullness of the insights and advice in Parts Three and Four.

Highlights

Patterns of Strategy examines a fundamental issue affecting all organizations, “Why do most strategies fail? Patrick Hoverstadt and Lucy Loh shine a light on the gaps in conventional strategic thinking. Based on the authors’ collective experience, they see conventional strategy as nothing more than a mental construct. They contrast this with what strategy actually is, which happens in real life and includes the actions and reactions of other actors; these actions ought to forces the organization to check to see if the other actors have reacted in the way that was expected.

Specifically, the authors differentiate the Patterns of Strategy approach from the conventional ones with the following six differentiators.

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About the Reviewer


Dr. Charles Y. Chen

Texas, USA

 

 

 

 

Dr. Charles Y. Chen has had the privilege of leading teams of engineers and scientists to transform ideas into viable products. His career began at Northrop Grumman, initially as a systems engineer and then as a program manager, he led matrixed teams of engineers to innovate, mature, and produce new electronic sensor technologies and algorithms. Energetics Incorporated introduced Charlie to the world of management consulting. Initially as a director then as the Chief Strategy Officer, he led teams to help clients transition ideas developed in the laboratory to the marketplace, overcoming the so-called valley of death. At Hover Energy, Dr. Chen led the key activities to build a new wind turbine designed for the urban environment.

Dr. Chen received his B.S. and Ph.D. degrees in Electrical Engineering from Cornell University. He received his Executive Education from University of Chicago Booth School of Business. As a PMP, he looks forward to leading his next team to achieve the impossible.

Email address: [email protected].
https://www.linkedin.com/in/charlesychenphd/

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  Chapter members are generally mid-career professionals, the audience for most project management books. 

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

 

The Business of Portfolio Management 2

 

BOOK REVIEW

Book Title:  The Business of Portfolio Management: Boosting Organizational Value Through Portfolio Management
Author:  Iain Fraser
Publisher:  Project Management Institute, INC. (PMI®)
List Price:   $44.95
Format:  Hard Cover, 166 pages
Publication Date:   2017    
ISBN: 978-1-62825-372-6
Reviewer: Dirk D. Huck, MBA, PMP
Review Date: May 2018

 



Introduction

This book is an easy read for anyone who wants to learn more about portfolio management and how to implement it in an organization.  Mr. Fraser provides an organization with a how-to guide so they will be able to strategically align their programs and projects with their organizational goals.  This goes beyond the “I have a project let’s get it done” mode of thinking.  It is written not only for project, program, and portfolio managers but also senior executives that oversee major companies.  This guide will provide a new paradigm to senior leadership to form strategic portfolios from their current programs and projects.  This guide is for those individuals that are ready to make the next step in portfolio management.

Portfolio management will effectively and efficiently change a business by cutting out duplication of effort in business capital operations and expenditures.  Return on investment will be evident quickly if the tenets of Mr. Fraser’s book are followed by the senior leadership.

Overview of Book’s Structure

Mr. Fraser presents his “key insights to adopting a new approach to portfolio managements that boosts organizational strategy” through a structured approach broken into four sections.  Section one walks through some of the typical woes and wishes of an organization and then takes us on a ride to a new perspective and what an organization needs to do to make a paradigm switch.

The second section covers Mr. Fraser’s portfolio management: a way of doing business.  Most of the section describes the different processes involved in portfolio management and how it has changed over the years to the present where a company now has options to consider in how they make it work for their strategic objectives.  Previous consensus seemed to make portfolio management a catch all for all programs and projects no matter where they fell.  This guide attempts to show a path to structuring portfolio management in a way that will meet the strategic operational needs of a company by combining like programs and projects into a coherent portfolio that will save time and money.  Section three discusses how to use program and project management to deliver change and realize benefits.  How to manage the projects and programs by monitoring them using the right tools and techniques as well as how to present the metrics in reporting the results throughout the life of the projects.

In his last section he describes how each area can support the change in an organization from the CEO through the chain-of-command to the lowest levels of project management.  He divides out the responsibility and expertise involved at each level to ensure operations and financial benefits are aligned to make sure all aspects of portfolio management are successful.

Highlights

The second section is especially insightful describing the benefits of using portfolio management to enable a company to strategically align their projects and programs into a viable portfolio.  Mr. Fraser provides insight on how to consolidate programs and projects competing for the same resources.  Primarily pointing out where like projects can be combined to reduce costs and/or time.  Many times, the same resources are needed for different projects that are not necessarily on the same schedule and the result is that personnel will be doing the exact same thing for two different projects a few days or weeks apart.  Strategic operational portfolio management may be able to recognize competing resources performing the same function and reduce the total costs by having them completed at the same time by the same personnel.

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About the Reviewer


Dirk Huck

San Antonio, TX, USA

 

 

 


MBA, – Master of Business Administration, Averett College
B.A. – Bachelor of Arts, Computer Science, Indiana University at Bloomington
A.A.S – Associate in Applied Science, Data Processing, Community College of the Air Force

Dirk Huck, PMP, MBA retired from the USAF in 2003 with over 23 years of active duty in the Security and Communications career fields.  He obtained his PMP in 2005 and has over twenty-five years of project management experience in the communications and IT field supporting a wide range of programs.   While assigned to the Warrior Preparation Center in Europe he managed 25 civilian, contractor and military personnel as chief of the computer operations center supporting NATO, US, and Allied computer wargaming throughout the European Theater of Operations.

During an assignment to the Pentagon he was part of an engineering team to develop a solution for the Secretary of the Army to protect the Pentagon’s network from international hacking attempts.  His assignment to the Defense Information Systems Agency allowed him to plan and implement a multi-million dollar project improving the capability of the Defense Switched Network that ensured its survivability during 9/11.  Since retiring from the Air Force, he primarily managed projects related to the Defense Health Agency where he managed the implementation of a worldwide community of interest network allowing access to all military and dependent electronic health records by military treatment personnel.  The current program he is involved with is assisting the engineering effort to migrate all medical treatment facilities from the services networks to a joint network hosted and maintained by the Defense Health Agency.

Dirk is an adjunct professor with Embry Riddle Aeronautical University, Worldwide Campus.  He has taught an Introduction to Project Management course using an interactive online solution to both classrooms and individuals.

During his leisure time, he enjoys playing competitive racquetball and has competed at the highest levels.  He is married and has three children and seven grandchildren.

Email address:  [email protected]

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  Chapter members are generally mid-career professionals, the audience for most project management books. 

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

 

 

Business of Portfolio Management 3

 

BOOK REVIEW

Book Title:    The Business of Portfolio Management: Boosting Organizational Value through Portfolio Management
Author:  Iain Fraser
Publisher:  Project Management Institute, Inc.
List Price:   $44.95
Format:  Hard cover          , 166 pages
Publication Date:   2017
ISBN: 978-1-62825-372-6
Reviewer:  Leigh MacPherson
Review Date:   May 2018

 



Introduction

The Business of Portfolio Management by Iain Fraser discusses how to boost Organizational Value through Portfolio Management.  This book discusses the need to do more than just strategic planning when managing a Portfolio.   The book goes into detail on what good Portfolio Management entails.

Overview of Book’s Structure

Section 1 – “Organizational Woes and Wishes”

1-1 “Staying in Business Versus Getting Ahead”
1-2 “Driving Value and Becoming Aligned”
1-3 “Organizational Maturity”
1-4 “Organizational Structure and Design”
1-5 “Organizational P3M Governance”
1-6 “Organizational Maturity Models”
1-7 “The 3 Ps to Success”
1-8 “The Modern Lean Organization”
1-9 “Talent Management”
1-10 “Organizational Risk”

Section 2 – “Portfolio Management:  A Way of Doing Business”

2-1 “The Rise of Portfolio Management”
2-2 “High-Level View of Portfolio Management”
2-3 “Portfolio and Portfolio Management Explained”
2-4 “Organizational Context of Portfolio Management”
2-5 “Comparison of Portfolios, Programs of Work, and Projects”
2-6 “Interactions and Benefits of Portfolio Management”
2-7 “Introduction to Benefits Management”
2-8 “Portfolio Management Success Factors”
2-9 “Portfolio Management Process Overview”
2-10 “Portfolio Management Process Groups”
2-11 “Portfolio Management Tools and Techniques”
2-12 “Portfolio Management Metrics and Reporting”

Section 3 – “Using Program and Project Management to Deliver Change and Realize Benefits”

3-1 “Program Management Explained”
3-2 “A Program Life Cycle”
3-3 “Differences Between Program and Project Life Cycles”
3-4 “Program Management Performance Domains”
3-5 “Program of Work Breakdown”
3-6 “Capturing Value (Benefits Realization)”
3-7 “Program Management Process Groups”
3-8 “Program Management Tools and Techniques”
3-9 “Program Management Metrics and Reporting”
3-10 “Project Management Commentary”

Section 4 – “Supporting Functions:  Time for Change!”

4-1 “Leadership in Organizations”
4-2 “Leadership Role Focus”
4-3 “Influencing for Change”
4-4 “Portfolio Management Office”
4-5 “Portfolio Manager’s Responsibility and Expertise”
4-6 “Program Manager’s Responsibility and Expertise”
4-7 “Qualifications and Credentials Options”
4-8 “Ongoing Improvement”
4-9 “On Finance, Information Technology, Human Resources and Legal”

Highlights

Iain Fraser has found a way to manage portfolios using Value Management.  While strategic planning is still a primary component it is only one of five components necessary when managing using Value Management.  The five components of Value Management are:  Value Strategy, Value Planning, Value Engineering, Value Delivery, and Value Capture.  Using Value Management, along with other strategic approaches, helps to ensure the maximum value is achieved whether the investment be an operational or capital expenditure.

The book also discusses tools and techniques for Portfolio Management.  For example, an investment complexity tool is provided for assessing the complexity of an investment.  In addition, a prioritization and selection tool is provided to help gather useful information when analyzing both operational (opex) and capital (capex) investments.

More…

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About the Reviewer


Leigh MacPherson

Texas, USA

 

 

 

Leigh MacPherson has been a Proposal and Program Manager in defense and electronics industries for many years with experience on both Electro-Optic and Radar programs.  In addition, Leigh has prior experience as Raytheon Space and Airborne Systems (SAS) Earned Value surveillance team member (evaluating and training programs in both the US and UK).  Leigh graduated from the University of Missouri-Columbia with a Bachelor of Science in Ag Economics and later studied accounting.  In addition, Leigh also studied at Austin Community College and received a degree in Computer Information Technology, graduating with honors (Phi Theta Kappa).

Email address:  [email protected]

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  Chapter members are generally mid-career professionals, the audience for most project management books. 

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

 

 

Attributes of Project-Friendly Enterprises

 

BOOK REVIEW

Book Title:    Attributes of Project-Friendly Enterprises
Author:  Virral S. Anatatmula, Parviz F. Rad
Publisher:  Business Expert Press (BEP)
List Price:  $34.95
Format:  Soft cover, 192 pages
Publication Date:   2016
ISBN:  9781631572142
Reviewer:     Kimberly Brown, PMP
Review Date:   May 2018

 

 



Introduction

 Very in-depth description of how project management performance plays a very large part of being selected for an external project and also provided suggestions on how to perform better by continuously improving enterprise processes. The comparison the Sophisticated Organization versus Unsophisticated when describing the components and attributes of the project management activities of the enterprise stand out as a testimony for Project Management Success. The explanation of Project Proposal and Portfolio, cutting it short to What Why and How, were really efficient in helping to understand their theory.   It clearly identifies how sophisticated enterprises are aware of the foundation for successful deliverables in all Project Management activities. They describe the Project Management activities from Project Proposal thru Planning and Implementation.  Highlighting the important points in each activity and its significance to the enterprise, while also providing advice on how to operate a PMO more efficiently with each activity.

Overview of Book’s Structure

Chapters 2 thru 6 walk the reader through discussion of the various Attributes of the Project Friendly Enterprises and provide input on the difference between them:

Project Management – providing written description of the expected performance of the team in regards to the project tasks.  Introducing the PMO as the governing body for project management teams.  They create the culture that supports discipline and successful project management practices.

Proposal attributes provides an overview of different proposal types then walks the reader thru the proposal development steps and the different ways a proposal can be prioritized explaining the difference between internally and externally funded projects.

Portfolio Management is a task force of project management professionals that will assist the enterprise in identifying the most valuable projects to boost business and assure that all funded projects align with the strategic direction of the enterprise by prioritizing the projects that have the most impact on the organization. The formalized models, used to prioritize, contain indices which help characterize the enterprise strategic objectives:  cost considerations, schedule, scope, etc.

Team Attributes – resources: people, equipment, tools and materials.  People are the most important resource of a project, portfolio or a proposal. The role assignment and responsibilities assigned to each role are the prescription for success, assuming that a project-friendly infrastructure and a supportive work environment are part of that prescription.  Team charter, Communication and reporting, conflict management all are part of the team behavior which will ultimately determine the success of any project.  This chapter then describes the steps or activities that can be taken to create a successful project team.

Enterprise Attributes – the greatest asset is organizational project management process maturity where the success of portfolios, programs, proposals or projects is predictable and repeatable.  The chapter takes the reader thru a management maturity exercise that incorporates all of the knowledge areas to help the organization identify the measure of success, will provide a road map for developing an expanded library of practices and will help to establish formalized project management practices.

Highlights

Each chapter contains graphs and charts which help the reader understand the chapter’s goals.  Every chapter is followed by a case study.  Along with the case study, they have included a formal Assessment Instrument that is virtually a checklist of items to be considered before or during the different phases of a project.  This checklist is extensive and although most readers would not realize it, the extent of experience contained in the Assessment Instrument could be invaluable when applied in real world application.

More…

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About the Reviewer


Kimberly Brown

Texas, USA

 

 

 

Kim Brown has been a Progam/Project Manager for over 30 years in the same industry.  She achieved her PMP certification in 2013 which has led to endles opportunities.  Kim lives in North Texas and is a member of the PMI Dallas Chapter.

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  Chapter members are generally mid-career professionals, the audience for most project management books. 

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

 

9 Habits of Project Leaders 3

 

BOOK REVIEW

Book Title:    9 Habits of Project Leaders: Experience and Data Driven Practical Advice in Project Execution
Author:  Arun Singhal and Puja Bhatt
Publisher:  Project Management Institute, Inc.
List Price:   $12.95
Format:  65 pages, soft cover, spiral
Publication Date:  2017     
ISBN: 978-1-62825-179-1
Reviewer:     Lisa Brooks, PMP
Review Date:   June 2018

 



Introduction

Most business professionals at some point in their studies or careers have been introduced to Stephen Covey’s The Seven Habits of Highly Effective People as the habits to embrace to be successful.  This book introduces habits that should be considered the standard for project management professionals to incorporate into their everyday work.  These habits pave the way for a project win through enabling the team, organizational success and customer satisfaction.

Overview of Book’s Structure

The book is a transportable paper copy bound with binding spine.  It allows for quick reference of the key points while not taking up too much space on a desk or in a handbag.  The spine allows for ease of flipping through the pages or holding your place while studying the key points offered throughout the text.

As with the physical characteristics of the book, the text is also well organized to line up with each habit being a separate chapter allowing for quick reference.  The book opens with an introduction, guiding the reader through the intended purpose, who the intended target audience is and what the authors hope the readers’ gain from the book.  The book concludes with how each habit directly lines up with the Knowledge Areas contained within the PMBOK ® Guide.

Highlights

The book outlines nine habits, identified through research and practical experience, project management professionals can introduce into their practice as well as their organization to lead towards what the authors identify as “win-win-win.”   The nine habits guide the project manager to shift towards a project leader while also enabling the team members and other key stakeholders to fully engage in project success.  Within the text, each habit is identified and explained and then followed up with an example of a project when the habit was not fully adopted.  Further elaboration of the habit is then explained and then followed with an example of a project that was successful with the habit being embraced.

More…

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About the Reviewer


Lisa Brooks, PMP

Texas, USA

 

 

Lisa Brooks, PMP is currently an IT Project Manager within the U.S. Department of Defense.  She has over 18 years of experience in IT and recently made the shift to managing projects.   She has a Bachelor’s and Master’s degree in Social Work from Texas State University.  Lisa is a member of the Project Management Institute, Alamo PMI Chapter.

 

Editor’s note:  Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the Alamo PMI Chapter in San Antonio, Texas. Authors and publishers provide the books to PM World; books are delivered to the PMI Alamo Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Alamo Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  PMI members are generally mid-career professionals, the audience for most project management books.   

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected]et.

 

 

Digital Resilience 2

 

BOOK REVIEW

Book Title:    Digital Resilience: Is Your Company Ready for the Next Cyber Threat?
Author:  Ray A Rothrock
Publisher:  AMACOM
List Price:   US$29.95
Format:  Hardcover, 256 pages
Publication Date:   2018 
ISBN: 978-0-8144-3924-1
Reviewer:     Jennifer Arroyo, PMP
Review Date:   May 2018

 

 


 
Introduction

The new reality of cyber security is that cyberattacks are an imminent threat to all digital networks. How serious is the threat?  We learn about all manner of cyberattacks daily from the news, from work, and from social media. On May 23, 2018 CNBC News reported – “Cisco’s Talos cyber intelligence unit said it has high confidence that the Russian government is behind the campaign, … The hacking software shares code with malware used in previous cyberattacks that the U.S. government has attributed to Moscow.”

Rothrock began the book by telling the story of 2013 attack against Target. 70 million customers became victims. Next came Equifax in 2017. Twice as many victims, 145.5 million Americans, were affected. The author provided insights gained from the attacks and utilized extensive cyber security related information to create frame works and action plans to enhance business’s resilience against cyberattacks.

Overview of Book’s Structure

The detailed key features delivered by this book in each chapter include:

Chapter 1 Intensively Networked

– Why Resilience is the Only Rational Cybersecurity Choice?

Chapter 2 Hard to Break

– Resilience: A winning Strategy in a Losing War

Chapter 3 The Nature of Networks

– Knowledge: The First Step Toward Digital Resilience

Chapter 4 Digitally Bound

– Getting the C-Suite and Board Up to Speed on Digital Resilience

Chapter 5 Portrait and Landscape

– Achieving Resilience in Our Fragile Digital Environment

Chapter 6 The Measure of Resilience

– Assessing and Improving Your Digital Resilience

Chapter 7 Resilient Response

– Making Resilience a Whole-Business, Whole-Nation, Whole-World Issue

Chapter 8 Achieving Digital Resilience

– A Top-Down Guide

 Highlights

Warren Buffett said recently that he sees cyberattacks as “the number one problem with mankind”.

Cyberattacks are becoming increasingly complex and malicious in scale.  Every entity links to the vast network of cyber world must have digital resiliency to survive.

In this non-technical book for business leaders, management and anyone interested in learning more about cyber risks, Ray Rothrock explains why digital resiliency is the key to survival for everyone digitally connected. The book is packed with high-profile real life cyberattacks in recent years and Rothrock’s takes on what went wrong and how to identify and operate a cyber security program effectively and cost-effectively.

More…

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About the Reviewer


Jennifer Arroyo, PMP

Texas, USA

 

 

 

Jennifer Arroyo, MBA, PMP, Realtor®received her M.B.A. degree in Marketing from State University of New York at Albany.  Jennifer joined PMI’s Dallas Chapter in 2015.

Ms. Arroyo has more than 10 years of project management experience in the Multi-unit retail business, Multi-unit residential investment, and Financial Services industries. She works as an Associate Broker, affiliated with Keller Williams Realty, specialized in Residential | Commercial & Investment entrepreneurship PPM in Dallas TX.  With her diverse international and industry-specific PM leadership experiences, Ms. Arroyo is passionate about helping entrepreneurs and business clients achieve branding goals and ROI Growth.

Keller Williams, the world’s largest real estate franchise by agent count, had the most firms on the REAL trends 500, according to the annual ranking and reporting published by REAL Trends, Inc.  Founded in 1983, it grew from a single office in Austin to approximately 700 offices and as of Nov. 2016 with over 150,000 associates worldwide. It’s an Inc.5000 company and has been recognized as one of the highest rated real estate companies by numerous publications, including Entrepreneur Magazine and Forbes.  The franchise, collectively, handled more than $178 billion in sales, up 27%, and 645,000 transactions, up 21% over year 2016.

Jennifer volunteered and served as supporting Book Review Coordinator of the professional development and social media marketing initiative. She also facilitates the Early Childhood Bilingual gogosmartmom e-Learning program designed for Homeschooling Moms originating in Taiwan, Republic of China.

Contact Jennifer Arroyo via [email protected]  or 972.372.4043

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  Chapter members are generally mid-career professionals, the audience for most project management books. 

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

 

 

Digital Resilience

 

BOOK REVIEW

Book Title:  Digital Resilience: Is Your Company Ready for the Next Cyber Threat?
Author: Ray A. Rothrock
Publisher:  American Management Association
List Price:   $29.95
Format: Hard cover, 256 pages
Publication Date: 2018      
ISBN: 978-0-8144-3924-1
Reviewer: Kevin D. Martin, PMP, PMI-ACP, SAFe SA,
Review Date: May 2018

 

 



Introduction

The subtitle grasped my attention, “Is your Company Ready for the Next Cyber Threat?”  With the speed of change and the lack of international laws to detect and prosecute the criminals, my mind quickly responded, “I doubt it?”

This title addresses the rise in cybercrimes and every business, large and small are at risk.  It helps law abiding business people peek inside the minds and tactics of international criminals to understand the threats, identify the weakness and effectively respond, no matter what it takes.

Overview of Book’s Structure

This 2018 publication is hot off the presses with valuable insights and is written in a very easily accessible manner for the average business professional.

Organized into eight chapters, the author opens with why digital security is not enough and then introduces the concept of digital resiliency, as the only real answer for the rapid changing future of a highly networked world and cyber-competition.  Along the way, each chapter contains Action Items, for the reader to assess and a Key Takeaway at the end of each chapter, which I found very useful to bring the message down to a personal level, much more valuable that simply a concept.

Highlights

Filled with quotes and case studies from history, the reader can easily begin to project the possible futures they may face.  “When you invent the ship, you also invent the shipwreck,’ a quote from Paul Virilio, emphasized the challenge of connectivity, as both the power and vulnerability in networks.  This book peels back the “black-box” mystery of connected networks to reveal the inherent instability of the internet and the possibility of creating digital resilience on node at a time.

Highlights: What I liked!

Ripped from today’s headlines, this book takes the reader on a fantastic journey of networking, hacking, exposing hidden risks and encouraging the reader to become the Paul Revere for their organization’s digital space.  Extolling the need to promote and lead the need for digital resiliency, while there is still time, before the organization is the latest headline and trust is lost, never to be regained.

More…

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About the Reviewer


Kevin D. Martin, PMP, PMI-ACP

San Antonio, Texas, USA

 

 

 

 

Kevin D. Martin, PMP, PMI-ACP brings successful leadership, strategic & design thinking in project/program/portfolio practices in Information Technology, Call Center Operations and Project Management disciplines.  Actively involved in the vision & growth of this global award-winning Alamo PMI chapter, his focus is building and leading high performing teams to achieve business value and sustainable success.  His talents have benefited numerous Fortune 100 companies in the Oil and Gas, Banking, and Financial Services industries, in addition to various sports, volunteer and community service organizations.

Kevin is a graduate of St. Mary’s University – Bachelor of Applied Sciences and a holds a Master of Business Administration M.B.A.- Finance from St. Mary’s University, San Antonio, Texas.  He is a graduate of the University of Virginia’s Darden Executive Education Program and the Leadership Development Program (LDP) at The Center for Creative Leadership.

Mr. Martin is a member of the faculty at the University of Texas – San Antonio, with a focus on project management and agile business practices to develop future leaders for delivering organizational and business value through innovation and continuous learning.

As a thought leadership expert and international speaker in high demand, he enjoys the variety and challenges at every scale of complexity and business development.  You can connect with him on social media, to find him facilitating teams, through mentoring or discussing timely topics over food and drink with other friends and colleagues.

Kevin, nicknamed “KMart,” is an avid reader, consuming 25-38 titles annually.  He is co-author of “Swimming in the Deep End,” a collection of his life-long experiences, while leading high performing teams to deliver amazing results.  His personal motto is “Dream Big, Work Hard and Give Back” and his passion and energy are nearly boundless.  Kevin is employed by USAA, and currently serving as the USAA Enterprise Practice Lead for Project Management & an Agile Coach, leading large multi-million-dollar investments, using Scrum, Kanban and SAFe practices.  He is on faculty for University of Texas – San Antonio and the UTSA Center for Professional Educational Excellence, delivering courses for executives, doctoral, graduate and undergraduate students.

A long-time resident of San Antonio, Kevin is a voracious business & leadership reader and leader in community and civic organizations. He is a devoted husband to his wife of 38 years – Cheryl, and they are blessed with three adult children, Jennifer, Matthew and Allison, all of them are leaders in their chosen professions.  He can be contacted at [email protected]

 

Editor’s note:  Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the Alamo PMI Chapter in San Antonio, Texas. Authors and publishers provide the books to PM World; books are delivered to the PMI Alamo Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Alamo Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  PMI members are generally mid-career professionals, the audience for most project management books.   

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

 

Agile Project Management

 

BOOK REVIEW

Title:  Agile Project Management for Business Transformation Success
Author:  Paul Paquette and Milan Frankl
Publisher:  Business Expert Press, LLC
List Price: $34.95
Format:  Soft cover
Publication Date:  2016
ISBN:  13:978-1-63157-323-1
Reviewer:  Charlotte A. McKenzie, CPLP®, PMI-ACP, PSM, ITILv3
Review Date:  April 2018

 

 



I
ntroduction

I have been an Agilest from as far back as I can remember; however, I did not realize I was one until May 2013 when I heard my first presentation on the Agile mindset. Adapting to Agile was natural because I inherently practiced the tenets of Agile/Scrum. I also recognized the high failure rate of the Waterfall methodology through reading the Standish Group’s Annual Chaos Report which I often referenced in the Project Management courses I taught at the university level and as a volunteer instructor for a local non-profit organization. I studied the traditional project management approach while attending a course at Villanova University.  I believed there was a better way.

I became certified as a Scrum Master in July 2013 through Scrum.org when I earned my PSM, Professional Scrum Master, certification. In 2018 I earned the PMI-ACP (Agile Certified Professional) credential.  I plan to earn the PMI-PBA, Professional in Business Analysis, certification in 2018. I mention these credentials because these statements support the fact that this book was like “preaching to the choir”. I wholeheartedly endorse the author’s positions.

Most importantly, reading this book was an enjoyable learning experience. As an educator, continuous learning is an integral part of my value system. I gained additional perspectives on the business value of the umbrella of Agile solutions. Agile can be applied to a wide range of projects, not just software development and not just the PMO organization.

Overview of the Book’s Structure

This eleven-chapter book is well organized. Looking at the book through my instructional designer lens, the general to specific organizational style leverages reader retention and is the preferred style for adult readers. The book assumes the reader has limited knowledge of Agile. In chapters one through three the authors provide a solid Agile foundation by presenting a detailed description of Agile concepts with comparisons to traditional Waterfall Project Management. In these initial chapters, the authors include detailed descriptions of corporate transformation projects. Armed with the information from the first through three chapters, the reader is better equipped to explore the practical aspects of corporate transformation projects covered in chapters four through ten.

Chapter four focuses on one of the vital success factors for any project: Communications within teams, as well as communications outside of the team. The chapter details are astounding. Chapter five embraces the importance of teamwork. Next, chapter six discusses the Agile approach in terms of the enterprise.  How does Agile impact enterprise-wide governance? In chapter seven Agile processes are highlighted and contrasted with traditional Waterfall methods, however, some Kanban processes were not covered. Chapter eight deals with the limitations of the traditional approach of gathering project requirements upfront as well as the inadequate traditional feedback loops. As the authors state, over reliance on predictive planning is the Achilles heel of the Waterfall approach. Chapter nine discusses the major elements in organizational alignment where Agile has a direct impact.

The author makes two direct position statements upfront: 1.  Agile addresses the limitations of the traditional project management methods, and 2. Agile has significant advantages in the most important organizational alignment factor, customer satisfaction. Chapter ten outlines Agile resource optimization which is an important enterprise-wide consideration. The last chapter summarizes the key points from the previous ten chapters.

More…

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About the Reviewer


Charlotte McKenzie

Washington, DC, USA

 

 

Charlotte A. McKenzie, CPLP®, PMI-ACP, PSM, ITILv3 is a Technical Trainer, Instructional Designer, Agile Project Manager and Online Professor. She lives and works in the Washington D.C. Metro Area in the United States. Charlotte can be contacted at [email protected]

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Silver Spring Maryland Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Silver Spring Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Silver Spring Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  Chapter members are generally mid-career professionals, the audience for most project management books. 

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

 

Responsible Leadership in Projects

 

BOOK REVIEW

Book Title:    Responsible Leadership in Projects: Insights Into Ethical Decision Making
Authors:        Nicholas Clarke, Alessia D’Amato, Malcolm Higgs, Ramesh Vahidi
Publisher:     PMI
List Price:     $24.95
Format:  Paperback, 150 pages
Publication Date:   Feb 1, 2018
ISBN: 978-1-62825-476-1
Reviewer: John Poulos, PMP
Review Date:   May 2018

 



Introduction

 The authors – Nicholas Clarke, Alessia D’Amato, Malcolm Higgs and Ramesh Vahidi, professors and researchers in human resource management, organizational behavior and project management – present the results of a PMI-funded research study focused on responsible leadership and ethical decision making.

As sustainability and an interconnected business world are growing concerns of leaders, the need for corporate social responsibility and the ethical practice of project management are drawing increasing attention. These factors underpin the concept of responsible leadership. The authors note the paucity of empirical research in this area, and are seeking to contribute to the understanding of ethical decision making and how it can better inform the development of project managers. This qualitative study explores the ethical issues faced by project managers as they interact with team members and stakeholders – and how ethical decision making occurs – in the context of four individual projects undertaken in a major insurance company in the UK.

Overview of Book’s Structure

Chapters 1-2 provide an introduction, background and context for the research effort.

Chapters 3-5 provide a review of the literature on the foundational concepts of Responsible Leadership, Ethics in Project Management and Ethical Decision Making.

Chapter 6 describes the design of the research project and the approach followed to analyze the resulting data.

Chapter 7 details the findings within each of four project case studies that form the basis for research findings and insights.

Chapter 8 discusses findings and analysis of the four case studies in the context of ethics and responsible leadership.

Chapter 9 summarizes key findings and conclusions, and outlines contributions to both study and practice.

Highlights

The need for responsible leadership and ethical decision making is widely recognized in the corporate world as well as the project management community. To illustrate, the authors cite a poll conducted in Europe and the US that found that between 65% and 81% of adults considered the behavior of their business leaders unethical or irresponsible.

The authors present the results and insights obtained from a qualitative study that examined over a 12 month period four particular projects conducted at a major UK insurance company. The research looked into how project members engage in ethical decision making. The projects and their associated ethical dilemmas were as follows:

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About the Reviewer


John Poulos, PMP

Chile / USA

 

 

 

 John Poulos has over thirty years of experience providing guidance on the effective use of information technology while delivering business-driven, technology-based solutions to a wide range of private and public sector organizations. In his current position as Senior Director of Infrastructure, Cloud and Security at NTT DATA Services, he manages strategic projects for NTT DATA/ICS leadership. In addition, he delivers infrastructure and IT strategy consulting services to corporate and government clients.

He is currently leading a global project to migrate 30,000 employees of a company recently acquired by NTT DATA from their original end-user computing environment to the standard NTT DATA PC image and SW configuration. In prior positions, John provided IT consulting services across various industries and geographical regions. He managed complex projects for clients in private enterprise, higher education and government. John holds E.E. and Engineering Management degrees from Southern Methodist University, MIT, and The George Washington University.

Email address: [email protected]

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  Chapter members are generally mid-career professionals, the audience for most project management books. 

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

 

9 Habits of Project Leaders 2

 

BOOK REVIEW

Book Title: 9 Habits of Project Leaders: Experience and Data-driven Practical Advice in Project Execution
Author:  Arun Singhal, Puja Bhatt
Publisher:  Project Management Institute, Incorporated
List Price:   $12.95/10.35
Format:  Spiral Binder; 65 pages
Publication Date:   2017
ISBN: 978-1-62825-179-1
Reviewer: Adriane Rivers, CAPM, PMP  
Review Date: May 2018

 

 



Introduction

9 Habits of Project Leaders is a quick guide for practitioners of project management at all levels seeking to transform from project managers to project leaders. The book defines habits and how adopting them can help the reader achieve professional goals. The authors, Arun Singhal and Puja Bhatt, have a combined total of 34 years’ experience in project execution. They wrote this book because they saw the need for books with knowledge about the habits or traits needed to be a project leader.

Overview of Book’s Structure

The book is divided into 11 chapters that progressively guide the reader through steps on becoming effective and strong project leaders. Each habit directly relates to multiple knowledge areas found in the fifth edition of the PMBOK guide.

Starting with the first habit that focuses on taking ownership of the project to the final habit that encourages setting up a system to recognize and reward individual and group contributions, the book provides habits that are easily adoptable. The book ends with a summary of all 9 habits and how the authors compiled data for publication.

Highlights

9 Habits of Project Leaders reminds practitioners that one of the main functions of project leaders is to communicate effectively with stakeholders, sponsors and management. Another reminder for project leaders is to focus on each project’s contribution to the company’s business value or strategic plan. Ultimately, all habits featured in this book assist in the development of strong project leaders.

The book focuses on habits ranging from taking ownership of a project, to enabling team decision making, suggestions for recognizing contributions, and how to communicate by documenting and sharing key data.

Highlights: What I liked!

I liked how the book provided real-world examples which made the material more relatable. I also liked how the authors added charts, statistics and references to knowledge areas from the PMBOK guide. I read 9 Habits of Project Leaders while working on my current project and it gave me courage to put several habits into action.

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About the Reviewer


Adriane Rivers

Maryland, USA

 

 

Adriane Rivers is a PMP certified Technology Project Manager with a global healthcare company. With a background in accounting, telecommunications and project management she has been successful at defining and guiding implementation of best practices, processes, and tools to drive productivity. Her career includes over 15 years with Matria Healthcare, Alere Health and Optum. Adriane is a member of the Project Management Institute Baltimore and Silver Spring, MD Chapters, and acquired her PMP certification January 2018.

She can be contacted at adria[email protected].

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Silver Spring Maryland Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Silver Spring Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Silver Spring Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  Chapter members are generally mid-career professionals, the audience for most project management books. 

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

 

Agile Project Management for Business

 

BOOK REVIEW

Book Title:  Agile Project Management for Business Transformation Success
Author:  Paul Paquette and Milan Frankl
Publisher:  Business Expert Press
List Price:  $34.95
Format:  Softcover, 119 pages
Publication Date:  2016     
ISBN: 13:978-1-63157-323-1
Reviewer: Sani L. Venkatesan, PMP
Review Date: May 2018

 

 



Introduction

The authors intended this book “to provide project management office (PMO) executives practical information to promote enterprise Agile for business value compatibility within their organization. The primary benefit of this book is to promote a sense of common and collaboration between project delivery and the organization.”

However, it seems that sections of the book have a great start and miss the mark of the final conclusion of how to promote and use at the enterprise level. The book also mentions “lean principles” (pg.49) only discussing the CMMI and without going into detail about what these are and how they are used in the Business Transformation process. Additionally, the book is written more from a technological vantage point where there would be benefits of using Agile more frequently.

Overview of Book’s Structure

The book is divided into chapters starting with concepts moving into change management, background, and communication along with teamwork functionality of Agile. It isn’t until chapter 7 that historical value and processes are introduced.

The book also discusses the use of Agile in Market Leadership, Organizational Alignment and Support, Resource Optimization. The ultimate goal of the addition of these tools is to promote enhanced communication, teamwork, collaboration, and organizational change with transparency among teams.

Highlights

The book leverages and reviews several of Agile “roots”, with the one exception of Toyota Lean Manufacturing. Each of these processes are reviewed with examples of how they can be used in an Agile project and in some cases how they can work together if needed. (Chart not listed in the book).

Continuing forward through the book the advantages and disadvantages are used as examples in how each will impact completing projects: internally, externally (getting to market quicker), and the differences in communications needed. Each example provides a fair assessment of challenges and opportunities when using Waterfall or Agile. The Waterfall components of the table below were included in the book (Table 3.1; pg.29), while the Agile components needed to be gleaned from the text.

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About the Reviewer


Sani L. Venkatesan

Texas, USA

 

 

Sani L. Venkatesan is an MBA, PMP, and CLMBBSS. She has utilized her skills in multiple industries to assist companies in overcoming challenges in areas of mergers & acquisitions, implementations, project & process management. She currently lives in Dallas, Texas.

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  Chapter members are generally mid-career professionals, the audience for most project management books. 

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

 

Listen Up or Lose Out

 

BOOK REVIEW

Book Title:    Listen Up or Lose Out: How to Avoid Miscommunication, Improve Relationships, and Get More Done Faster
Authors:  Robert Bolton and Dorothy Grover Bolton
Publisher: AMACOM
List Price:   $19.95
Format:  Softcover, 272 pages
Publication Date:   2018
ISBN: 978-0-8144-3201-3
Reviewer: Linda Hughes Peterson, PMP
Review Date: May 2018

 



Introduction

This book reminds the reader why listening is important and why effective listening is hard for most people.  The Boltons distill many years of research on listening into an interesting and readable book.  They describe the research in the field and provide concrete recommendations for implementing the techniques described in the book.

Overview of Book’s Structure

The first section of the book covers why it is important to improve our listening.  From improving team communication in business to building strong, supporting relationships with family, listening is a critical skill.  Companies with high-quality work relationships tend to perform better and listening is a critical skill for building work relationships.  Strong relationships within the family and with friends promote a sense of well-being and contributes to better heath.

Part 2 of the book covers the do’s and don’ts of great listening.  Using the traditional communication model, the authors discuss how ambiguous the English language is.  This ambiguity of meanings of common words can cause problems that are seldom discovered until the negative consequences of the miscommunication surface.  They also include a list of six common missteps in the listening process that cause problems when they are abused.  This section provides concrete guidelines for reducing these missteps that starts with targeting one misstep and then striving for improvement rather than expecting to eliminate it at once.  Several specific listening skills are also discussed with suggestions on how to implement these skills.

The third section discusses reflective listening and how it reduces miscommunication.  As part of the discussion, the authors discuss how to paraphrase what was said and to use pauses in the conversation to allow the person to say all they need to say about a topic.  An interesting observation on pauses is that the speaker owns the pause and the listener should not take control until the speaker indicates that they have completed their speech.

Part 4 addresses reading and reflecting other people’s feelings.  The authors discuss the importance of emotions related to work, relationships, and health.  They relate the ability to read a person’s body language to understanding a person’s feelings and how the ability to read body language improves communication.  The authors provide lists of words to help the listener recognize various emotions and the strength of the emotion as well as terms that can be used to reflect the speaker’s feelings.

The last section of the book discusses the use of summary reflections to capture the essence of a conversation to make sure that there is understanding between the two parties to the conversation.  It also discusses the results-focused listening process that can be used to resolve problems that have been discovered during the conversation. This approach allows the speaker and listener to explore the problem, to discuss what has been done so far, and to provide input about the solution if it is desired.

Highlights

The book consolidates information from a variety of sources and presents it in a useful and logical order.  It explains why each technique is important and how to apply the technique.  There are examples that demonstrate the techniques.  The book emphasizes that improving listening is a process that takes time and practice.  It suggests that the first step in the process is recognizing communication errors after the fact.  As the practitioner continues to use the techniques, the recognition of the errors moves to the point where the error occurs.  Eventually, the new expert listener will recognize that they are about to make a mistake and stop themselves before they do it.

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About the Reviewer


Linda Hughes Peterson

Texas, USA

 

 

Linda Hughes Peterson, CDP, PMP has been an IT professional for over 40 years.  She is currently adjunct faculty at San Antonio College and Webster University (Lackland Air Force Base) teaching programming, operating systems, systems analysis and design, and project management to undergraduate and graduate students.  She is a member of PMI, AITP, and ACM and has been honored for outstanding teaching in an online environment.

Linda holds a BS Computer Science & Statistics (University of Delaware), MBA Technology Management (University of Phoenix) and ABD, Information Technology Management (Capella University).  Her professional certifications include Project Management Professional (PMP), Certified Data Processor (CDP) and Graduate Certificate, Project Management, Webster University.  She can be contacted at [email protected] .

 

Editor’s note:  Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the Alamo PMI Chapter in San Antonio, Texas. Authors and publishers provide the books to PM World; books are delivered to the PMI Alamo Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Alamo Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  PMI members are generally mid-career professionals, the audience for most project management books.   

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].

 

 

Project Management the Agile Way

 

BOOK REVIEW

Book Title:  Project Management the Agile Way: Making it Work in the Enterprise, 2nd Ed.
Author: John C. Goodpasture, PMP
Publisher:  J. Ross Publishing
List Price:   $59.95
Format:  Hardcover, 392 pages
Publication Date: 2016
ISBN: 978-1-60427-115-7
Reviewer: Kevin D. Martin, PMP, PMI-ACP, SAFe SA
Review Date: May 2018

 



Introduction

Initially, the book title intrigued me, as an experienced leadership professional, trained in a variety of process and delivery disciplines, with the ability to properly deploy a framework in a customized manner, to meet the needs of the problem to be solved.  The book did not disappoint as I eagerly consumed each chapter.

It attempts to address the long-standing conflict between agile purists and the traditional project management crowds that has long caused me great concern and confusion, since I find so much common ground and appreciated the nuances among the practices to meet unique situations.

Overview of Book’s Structure

This second edition is well organized for both learning and coaching other professionals who are engaged in the complexity of delivering solutions in the fast-paced business environment, with high levels of quality, team engagement and rapid change.

Organized into twelve chapters, each standing alone on a specific element/theme, they build logically upon one another, from agile concepts, highlights of the four most common agile methods, through the discreet practices to operationalize and transition into an agile organization, in a very easy to read style, with plenty of charts and diagrams, to reinforce the reader’s learning.

Highlights

Great for the agile beginner, the author opens with the history and vision for the agile movement, the Agile Manifesto, principles and focuses on four of the most commonly deployed agile frameworks.  Extensive use of tables and charts, help to compare the differences among Scrum, Kanban, XP and Crystal, with an anchor in the terms used in traditional project delivery methods.

Highlights: What I liked!

I thoroughly enjoyed this entire book and will continue to use it as a desk reference for helping others who are confused or at the start of their agile journey.  The chapters, allow me to assess a root cause and quickly flip to the chapter that explores and explains some possible solutions to their unique problem.

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About the Reviewer


Kevin D. Martin, PMP, PMI-ACP

San Antonio, Texas, USA

 

 

 

Kevin D. Martin, PMP, PMI-ACP brings successful leadership, strategic & design thinking in project/program/portfolio practices in Information Technology, Call Center Operations and Project Management disciplines.  Actively involved in the vision & growth of this global award-winning Alamo PMI chapter, his focus is building and leading high performing teams to achieve business value and sustainable success.  His talents have benefited numerous Fortune 100 companies in the Oil and Gas, Banking, and Financial Services industries, in addition to various sports, volunteer and community service organizations.

Kevin is a graduate of St. Mary’s University – Bachelor of Applied Sciences and a holds a Master of Business Administration M.B.A.- Finance from St. Mary’s University, San Antonio, Texas.  He is a graduate of the University of Virginia’s Darden Executive Education Program and the Leadership Development Program (LDP) at The Center for Creative Leadership.

Mr. Martin is a member of the faculty at the University of Texas – San Antonio, with a focus on project management and agile business practices to develop future leaders for delivering organizational and business value through innovation and continuous learning.

As a thought leadership expert and international speaker in high demand, he enjoys the variety and challenges at every scale of complexity and business development.  You can connect with him on social media, to find him facilitating teams, through mentoring or discussing timely topics over food and drink with other friends and colleagues.

Kevin, nicknamed “KMart,” is an avid reader, consuming 25-38 titles annually.  He is co-author of “Swimming in the Deep End,” a collection of his life-long experiences, while leading high performing teams to deliver amazing results.  His personal motto is “Dream Big, Work Hard and Give Back” and his passion and energy are nearly boundless.  Kevin is employed by USAA, and currently serving as the USAA Enterprise Practice Lead for Project Management & an Agile Coach, leading large multi-million-dollar investments, using Scrum, Kanban and SAFe practices.  He is on faculty for University of Texas – San Antonio and the UTSA Center for Professional Educational Excellence, delivering courses for executives, doctoral, graduate and undergraduate students.

A long-time resident of San Antonio, Kevin is a voracious business & leadership reader and leader in community and civic organizations. He is a devoted husband to his wife of 38 years – Cheryl, and they are blessed with three adult children, Jennifer, Matthew and Allison, all of them are leaders in their chosen professions.  He can be contacted at [email protected]

 

Editor’s note:  Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the Alamo PMI Chapter in San Antonio, Texas. Authors and publishers provide the books to PM World; books are delivered to the PMI Alamo Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Alamo Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  PMI members are generally mid-career professionals, the audience for most project management books.   

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].