Project Manager's Portable Handbook

PROJECT MANAGER'S PORTABLE HANDBOOK by David L. Cleland and Lewis R. Ireland"Review by Ken Rose Anyone who has recently purchased a project management handbook probably needed a shopping cart to convey it to the checkout line. What the world needs now is the literary equivalent of a laptop computer--a handbook that is small, durable, powerful and complete. David L.Cleland and Lewis R. Cleland have delivered just such an item with their co-authored "Project Manager's Portable Handbook. Published by McGraw-Hill as part of the Portable Handbook series, the book is designed for use, not reverent storage or conspicuous display on an office bookshelf. Its 5.5 x 8.5-inch format makes it easily transportable. Its durable soft cover, quality paper stock and sewn binding will survive the briefcase or backpack. Its principal value, of course, lies in its content. Its "bullet" presentation allows quick scanning and easy assimilation. Throughout, the text follows a five-step framework that provides form and consistency. Each section begins with an introduction that describes the information that follows and tells why it is important. The content is arranged in logical subsections and disclosed through summaries, figures and tables. Each subsection ends with key user questions, a summary and an annotated bibliography. The questions are not a quiz, but rather thought-provoking inquiries that challenge readers to apply the content to their own real-world experiences. Summaries are always brief, not repetitive recapitulations of all that has gone before. The annotated bibliographies provide useful pointers to sources of more extensive information, often giving specific chapter and pagereferences. Cleland and Ireland's comprehensive approach begins with the basics of project management principles and processes and extends through organizational design, alternative applications and the strategic context of projects within an enterprise. They include an often-overlooked aspect of project management: the role of the board of directors. According to the authors, a board of directors must maintain surveillance over key projects to gain insight into how well the organization is preparing itself for the future. They describe specific responsibilities and give examples of historical board failures and successes. The section on alternative project applications incudes two brief gems: the management of small projects, which offers a roadmap for low-cost, short-duration activities, and managing change through project management, which shows how project management techniques provide a vehicle for navigating this often-treacherous terrain. The project leadership section includes an insightful subsection on coaching, making clear that leadership responsibilities go far beyond giving orders and writing appraisals. The authors define the project manager's role as coach and explain the essential techniques of setting examples, giving praise and providing constructive criticism. In addressing project initiation and execution, Cleland and Ireland cover various topics, such as project selection, legal considerations, proposal writing, contract negotiations and even Deming's 14 points. All of this sets the stage for the centerpiece section on project planning and control. At 80 pages, the planning and control section is the longest in the book. Rightfully so, for these subjectsare the essence of project management. The work breakdown structure is introduced early as an essential mechanism. Later in the section, after other contributing elements have been made clear, it receives additional, more detailed treatment. Planning and scheduling follow, leading to monitoring, evaluation and control. The authors show how risk management relates to cost, schedule and technical performance. Decision-making, budgets and formal project management systems [fill] out this central section that could almost be extracted as a standalone, hip-pocket guide. The authors do not ignore the "people" side of projects. Using a team framework, they discuss organizational culture, including the positive and negative aspects of teams. They provide a concise overview of motivation and team-building considerations. They tie it all together with information on team roles and responsibilities and essential capabilities or project managers. These experienced authors directly address the ever-present, not necessarily unpleasant issue of politics in project management. In their section on communications, Cleland and Ireland describe the requirements for and attributes of effective project management information systems. They move to the "softer" side with a view of what constitutes effective communication between people, how to run productive meetings and how to negotiate well and achieve project goals. The book closes with a discussion of improvement opportunities that includes leadership philosophy, project management maturity models, recovery actions for projects in trouble and individual project management certifications. The "Project Manager's Portable Handbook is a unique andinvaluable resource for project management professionals. Its direct, summarized style makes a wealth of information available that is otherwise buried in the obscuring verbiage of tomes from times past. Its annotated bibliography extends the reader's reach directly to additional sources. The phrase "must read" is easy to use and often overplayed, but this is one book a project manager should not be without.