Tag: book review

“How good people make tough choices. Resolving the Dilemmas of Ethical Living” by Rushworth M. Kidder

· Leave a comment ·

While choices and decisions in project management might not be as extreme as some of the examples in the book, I find it an useful resource to come back to, when options are analysed and decisions need to be made.

The author tells us from onset that “The book is for those who want to address and resolve tough choices by energetic self-reflection”. Tough choices are defined as those putting one “right” value against another. These fell, in the book, in four paradigms:

⁃ Truth versus loyalty;

⁃ Individual versus community;

⁃ Short-term versus long-term; and

⁃ Justice versus mercy.

I experienced or witnessed some of the above dilemmas, either in projects I managed or in my fellow colleagues’ projects. Ethical fitness is required in each of these dilemmas. It can be built, the same way as physical fitness, by practice.

Case in point 1. Truth vs loyalty

Mary was given a project in its last phase of implementation. It had clear symptoms of a troubled project: budget underspending, unfinished deliverables, unhappy sponsor, to name a few. Mary assessed what would be the best course of action. On the one hand she could not possibly do in 6 months what was not done in 18 months. Speaking the truth would have put the previous project manager in a negative light and would have helped Mary save face. Recovering the project, on the other hand, would have demonstrated Mary’s loyalty to her values of professionalism and to the sponsor and client. After days of weighting both choices, Mary chose loyalty and delivered the project on time and with a 85% budget spent.

Case in point 2. Short term vs long term

Peter was caught into the design of a project which was at risk of a huge scope creep. It was a multi-stakeholder project and everyone wanted a piece of pie. Accepting all demands would have played well in the short run. All stakeholders would be happy and presumably committed to the project. In the medium to long term, it would have imploded, as Peter knew from experience that it could not be done within the budget the sponsor was willing to commit. Quality would also be compromised and the chances of accessing future funds from this same donor would shrink. Peter was frank at the last stakeholders meeting. He was explicit on consequences of “accepting it all” and also acknowledged the disappointment of having to drop some desires. He lost couple of supporters at that meeting. He regained them though in 12 months through excellent project delivery.

“The Power of No: Because One Little Word Can Bring Health, Abundance and Happiness”, by James Altucher and Claudia Azula

· Leave a comment ·

The book is centered around stories told in turn by authors. These are personal stories and examples. I read the book in 2015. I find it continuously relevant in professional and personal environments.

Any project manager finds him/herself overwhelmed with demands and requests. The book offers tips on how to regain the control of your project. As they say, “it is you who manages the project, not the other way around”.

The-Power-of-No

Of the tips of interest, I collected for instance:

– how to say No to stress;

– how to get unstuck;

– what thoughts are useful or unuseful or how to separate yourself from your brain;

– burn the excuses (“I cannot change”, “I have too many responsibilities”, “what would they say”….);

– “no-complaints” diet.

I loved the concept of “Homo luminous” this book introduced. The book suggests quite a few practices/exercises to make it happen. Gratitude is one of them. This part inspired me to start sending hand-written Winter Holidays cards, to express my gratitude to anyone who has done me a favour or was of good service and/or made a difference in a project.

“The Lazy project manager” by Peter Taylor

· Leave a comment ·

I liked Taylor’s book “The Project manager who smiled”. I also liked “The Lazy project manager”.

I find the book’s lazy stuff very entertaining. Being on a train back from a mission and with two very serious gentlemen did not stop me from bursting into a loud laugh. You’ll read the story of Peter’s photograph taken in a giant bright orange and green carrot outfit, when he worked on the introduction of project management methodology in a company, and you’ll understand it. I could have used it when I worked in a project management office and had the same carrot or stick dilemma to incentivize the introduction of a similar methodology. Even only if to diffuse the tension around it.

The book spoke to me, as it seemed in parts dedicated to me: “You are on yet another flight, either to or from your latest project engagement, somewhere in the world.” Yes, that’s where I read it.

Taylor is honest. He does not present it as a project management book. Still, anyone on a learning path will find something useful. There were a number of things I learned. There were others I changed perspective on. Depending on your background and experience in project management, some of the lines of the book might resonate with you. Some may do so to a less extent. For example, for me the part on “complex project – senior project manager” in the context of risks raised other considerations. In addition to the number of years of experience, I would also consider the risk aversion. Some senior project managers might take on more risks, namely because of their experience. At the same time, some project managers at the start of their career might embrace a more cautious approach.

If you adhere to the productive laziness approach, you will find many useful tips in this book. Still, regardless of your productivity philosophy, I wish you to enjoy a pleasant project management ride wherever you are.

Books, external views and why they matter in projects

· Leave a comment ·

Last month I went to the presentation of the book entitled “Moldova at the crossroads between worlds“, written by the Honorary Senator, Honorary member of PACE, Josette Durrieu and Science Po Paris Professor, Researcher Associate HEC, Florent Permentier.

I will not go into the content of the book. That deserves a separate post. I have collected a number of take aways of a different nature valid for the project management practice:

1. It is always refreshing to look at things/places/processes you know (or you think you know) through external eyes. It is a good tip to remember when going trough projects’ assumptions. It is equally valuable valuable to peer review projects proposals, for an external view.

2. Bringing in testimonials of those who lived through the times described in the book enriches (would have, in this case) the discussion. It is what we call “inclusive stakeholders’ discussion” and respect for diversity in project management.

3. What is the motivation behind those external eyes is as important at the cover of the book/report. We know what they say about the cover of the book. Also, as Daniel Kahneman, Nobel prize-winning psychologist, puts it “Motives are rarely straightforward”. In project’s design, assumptions about stakeholders’ motivation can make or break a project. Also, the legitimacy of sources of info is paramount.

4. The past is important. So, are lessons learned. Yet, these alone are not predictive of what the future holds in store. This is important to remember in development management in what we call “the era of disruption”.

This book presentation reminded me of the book I proudly contributed to in 2004 together with a group of co-national and international authors – “The EU and Moldova. On a fault-line of Europe” (London: Federal Trust for Education and Research, edited by Ann Lewis).

“On Leadership. Practical Wisdom from the People Who Know” by Allan Leighton with Teena Lyons

· Leave a comment ·

Yet another of my favorite books I often pick up from the shelf. We all know how important is the leadership in project management. We all struggle from time to time with the “How to” become and remain a leader. This book is like a treasure chest. Every time you need a gem, you open a chapter:

Getting Started,

Coping with Success,

Dealing with Disaster,

The Art of Communication,

Getting the right team,

The Customer is King,

Talking to the Media,

Business vs Politics,

Looking to the Future.

As project managers we find ourselves dealing with many if not all of the above. Hence the value of the book for project managers.

The book is written with wit and wisdom. Each chapter feels like going into the offices of the best executives Leighton talked to for this book. Each was generous with insights and advice you would get from very few academic or professional training programmes. It is also highly entertaining and will glue you to learning with fun and motivation to become the best at what you do.

“The new leaders. Transforming the art of leadership into the science of results ” by Daniel Goleman, Richard Boyatzis and Anne McKee

· Leave a comment ·

“The glue that holds people together in a team, and that commits people to an organisation, is the emotions they feel” is one of my favourite quotes from this book.

I long believed that all that matters in business and work environments is getting things done. Business and project management literature supported the belief. Recent research on Emotional Intelligence begs to differ and for good reasons. Emotions and moods have real consequences for getting those same things done in any project. To paraphrase the authors of the book, the project manager’s ability to survive everyday surprises depends to a large extent on whether he/she has first the ability to manage his/her own emotions in the face of the change and thus lead the team through unchartered waters.

This book was like a mirror to me. It made me ask myself some important questions. It also helped in navigating better through the repertoire of leadership styles I see around me from visionary, coaching, affiliative, democratic, pacesetting to commanding and their impact on work climate.

The authors guide the ones who seek to change through the metamorphosis with practical tips and inspirational transformational real life stories, touching on self-management, team management as well as navigating the world of stakeholders we engage with for outcomes that matter most.

“What makes a leader” by Daniel Goleman

· Leave a comment ·

Is the project manager a leader? Does he/she need leadership skills? What kind of leadership skills?

Emotional intelligence (EI) is a concept that slowly but surely gets into the pragmatic business world, management quarters and project management. EI is defined by the author as the ability to read and understand emotions in ourselves and in others and to handle those feelings effectively.
It is a valuable book to me also for development management involving international teams spread over many countries.
The book explains why IQ is important to get a management job and why to keep it EI takes over.
I experienced the book the way a novice gets to know the taste of different coffees. Each chapter came with different strengths and flavours for many of a leader’s moments of the day. Simple language explains the affective and social neurosciences behind the EI.
Take away 1: Leaders needs many styles for the very best climate and business performance
The author explains the six styles of leadership he calls authoritative, coaching, affiliative, democratic, pacesetting, coercive, each with benefits and drawbacks and advice on when to use them either singularly or in combination for best results.
Take away 2: The four competences of EI: a leader needs self-awarness, self-management, social awareness and relationship management to create resonant leadership i.e. match reaction to situation at hand.
Take away 3: Ready to make changes? The author offers a simple and effective five-part process for self-descovery amd reinvention, all based on brain science.
Take away 4: Tools for reflection to regain inspiration. There is quite a choice from reflecting on your past, defining your principles for life, expanding your horizon, envisioning the future to reconnect with your dreams, creating reflective structures to be with your own thoughts to working with a coach.
Take away 5: Followers mirror their leaders. Literally.
Take away 6: the Emotional and Social Competency Inventory, a behavioural assessment tool.
Take away 7: the key habit of good leaders is practicing genuine listening.
Take away 8: awareness of different types of focus that makes a person a leader. Inner focus in the 24/7 world, bottom-up relaxed and open attention for creativity and innovation, top-down focus on what is immediately at hand. Outer, Inner and Other focus concepts will get your attention.
Take away 9: to get attention and focus regularly practice meditation or mindfulness, a meditation method stripped of a religious belief system.
Take away 10: our times demand leaders that are not just smart but wise in targeting the greater good of our world beyond the boundaries of one group or organisation.
This book has one shortcoming: it is simply too short. Looking forward to reading more by Daniel Goleman.

“Quiet influence: the introvert’s guide to making a difference” by Jennifer B. Kahnweiler PhD

· Leave a comment ·

I found the book valuable from a number of perspectives. It is well-researched and anchored in real-life experiences of introverts in different lines of businesses. Yes, introverts do work in sales and project management!

I am an ambivert, so the book spoke to me, as the narrative is respectful in the sense that the author does not re-educate the introverts. The book rather builds on introverts’ strengths and skills to help them maximise success with a clear call to stop acting like an extrovert. The basic idea is that you do not need to raise your voice or exude passion in excess in order to make a difference. The author offers towards that goal a number of tools, strategies and inspirational stories. I find many of them relevant in the project management world, as we aim at making a difference within and through projects.

I have successfully applied some of techniques, as I was reading the book. For instance, developing an influencing project plan, preparing LAQs (Likely Asked Questions) before a meeting, AEIOU technique, “the eyebrow test” and many more.

Enjoy reading it and share what you liked, as well as what other books you read on the topic.

“Getting Past No” by William Ury

· Leave a comment ·

“Getting past No” is one of my favourite books on the art of negotiation. Its author, William Ury, is the cofounder of the Program on Negotiation at Harvard University.

Cooperation is one of the most effective means of achieving the objective of any project, hence my interest in the art of negotiating and breaking barriers to cooperation.

The value of the book is in the techniques it offers and the explanations behind their efficiency and effectiveness in different power relations. So, if you are looking for inspiration or help in difficult situations, I highly recommend the book.

Case in point: how I used one of the techniques offered by the book to breakthrough in a difficult situation. The technique is called “don’t escalate: use power to educate”. The author used a quote from Sun Tzu to anchor this technique: “The best general is the one who never fights”. In one of projects under my responsibility, the team was confronted with a client whose desire to exercise power was notable. It manifested in the smallest project’s details, up to the desire to veto the selection of service providers. The team kept explaining how service providers are selected based on the legal agreement the project had with the sponsor. Nevertheless, many activities remained blocked as the client kept insisting.

I travelled to the project’s site for a face-to-face meeting with the client. We had one hour. I started the meeting with “easy to digest” stuff, were we achieved together considerable progress. My colleagues, noticing that 50 minutes into the meeting we have not tackled the contentious issue, started showing signs of worry.

I was waiting for the right moment. When the body language of the people on the other side of the table told me that they begun to relax, I brought up the issue. First, I reiterated what they already knew from my colleagues (to show that we act as a team and they can trust them). Secondly, I used our power to educate by explaining the administrative and legal consequences of an additional clearance mechanism, which was not in our initial agreement. I also knew how important for them was to complete the project on time, as any delays would have been costly. We concluded the meeting with the client by sealing our initial agreement and no further demands in this respect were made.  Upon the project’s completion, the client wanted to continue to do business, which is a clear sign of “win-win”.

Nr 1 ability of a project manager

· Leave a comment ·

If there would be only one ability of a project manager I would choose from it would be resourcefulness. Resourcefulness is the ability to explore options, connect dots, step outside the comfort zone and think outside the box. It is to find water in a place others call “desert”.

Yes, projects are resources based. They have human and financial resources, and they are often seen as scarce. You know the story: not enough budget, not enough people, not enough time, not enough of something else …

Resourcefulness is connected to the mind set. The mindset is usually of scarcity or abundance. Some call it a “growth mindset”. See also “We cannot solve our problems with the same level of thinking that created them.” from Harvard Business Review https://hbr.org/2018/05/what-it-takes-to-think-deeply-about-complex-problems. 

In Romanian, we say “Fa rai din ce ai” – make haven from what you have. Sure, there can be times when you genuinely think things through and still can’t find a solution. Yet, often just taking a step back, changing the perspective, will open the road to the solution. There is always a source of information to access, a door to knock on, a dormant budget line, a collaborative hand, an expertise to reach, even a chance remark by someone we value. It might be as simple as saying STOP to excuses and justifications, for a start.

If you need a change of perspective, there are a number of techniques in the world of psychology to acknowledge, validate and reframe how you see a situation. You can take a break and watch “Sing” – the part in which Buster Moon turned the ruins of his theater into the greatest show in the town.

Case in point

When I started working on a project, it was at month 18 and had 6 more months to end date. It had of number of symptoms of a troubled project. The delivery rate was 50%. A number of milestones were not achieved and unfinished tasks “rejoiced” in the backlog.

The organisation had only a national consultant on the ground and no other support staff in the country the project had to be implemented, 6000 km away from headquarters. Each deliverable was painful for those who organized it before me. At that rate, we could have as well closed the project upfront.

A quick review of the modus operandi made me realise the biggest bottleneck was linked to the organisation of events in the country. Each activity required a venue, transportation, catering, interpretation, translation, printing, accommodation for consultants. Performed individually, these tasks ate up all of the previous project managers’ time and efforts.

The solution was an events management company to deal with all the logistics on the ground. A tender was organised to choose the best value for money on the market. Once the contract with the winner was signed, the project team was able to fully focus on the content and milestones of the project.

As a result, the delivery rate increased in 5 months to 85 percent of the budget, all products were delivered and the project’s objective – achieved. All – to the clients and donor’s satisfaction.