Harvard Business Review On Managing Projects

by Harvard Business Review

From the leading minds that have established Harvard Business Review as required reading for businesspeople around the globe. What does it take to make a project succeed? This astute collection of articles helicopters managers above the day-to-day grind of project management to understand the big-picture reasons behind why projects fly-and why they fail. Why are some bad projects so hard to kill-and why do some good projects tank? This book will help managers make decisions that enable the right projects to succeed.

Genres: Business

190 pages, Paperback

First published March 1, 2005

Reviews

[Kieran · Rating 3 out of 5]

This was not as good as the women in business volume of the series that I enjoyed very much. However, there were a few good gems, especially the articles about how to kill creativity and how to foster team learning.

[T.F. · Rating 4 out of 5]

Decent book. Some of the essays were insightful while others not so. Some of the key takeaways for me was on how to promote an environment that promotes innovation, the chapter on need to kill certain projects and the chapter covering need to ensure cost does not compromise project completion priority. In some ways the book validates the idea how wrong the ideas of some managers are - wherein they discourage people from bringing bad news and want every project to be a success. All HBR books I seem to find kind of neutral - not groundbreaking insights but at the same time reinforce some of the points you always knew but were having doubts.

[Tom · Rating 4 out of 5]

A solid collection of articles from past HBR issues that look at a wide variety of issues not often discussed within a traditional project management book. A lot of usable, actionable content.