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The Project Management Scorecard (Improving Human Performance) 1st edition by Phillips, Jack J., Bothell, Timothy W., Snead, G. Lynne (2011) Hardcover
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July 25, 2008
The Project Management Scorecard: Measuring the Success of Project Management Solutions
Jack J. Phillips, Timothy W. Bothell, and G. Lynne Snead
Butterworth-Heinemann
In the Preface, the authors assert that, currently, "there is no book that offers a comprehensive, practical presentation on a project management scorecard, using a process that meets the demands of [project managers, clients and senior managers who must approve project budgets, and evaluation researchers who develop, explore, and analyze new processes and techniques]. Most models and representations of the scorecard process ignore, or provide very little insight into, the two key elements essential to developing the scorecard: isolating the effects of project management solutions and converting data to monetary values." Others (notably Kaplan, Norton, and Niven) are far better qualified than I am to verify or dispute that claim. Of greater interest to me is how well organized and written this book is, and, how helpful I believe it will be, at least to project managers as well as to those who must approve project budgets. My Five Star rating speaks for itself.
What readers will especially appreciate about this volume is the fact that the authors devote the bulk of their attention to explaining how to implement effectively the various concepts, strategies, and tactics they present. They are also to be commended for concluding each of the 16 chapters with a "Final Thoughts" section. This facilitates a convenient review when a reader wishes to review key points. In fact, I strongly recommend to project managers that they complete such a review at least every 90 days but, preferably, every 30 days throughout their project's duration. In this volume, Phillips, Bothell, and Snead offer a wealth of information and counsel that can help achieve the ultimate success of almost any project in almost any organization. That success can then inform and guide efforts to create and then sustain throughout the same organization a "project management culture."
Jack J. Phillips, Timothy W. Bothell, and G. Lynne Snead
Butterworth-Heinemann
In the Preface, the authors assert that, currently, "there is no book that offers a comprehensive, practical presentation on a project management scorecard, using a process that meets the demands of [project managers, clients and senior managers who must approve project budgets, and evaluation researchers who develop, explore, and analyze new processes and techniques]. Most models and representations of the scorecard process ignore, or provide very little insight into, the two key elements essential to developing the scorecard: isolating the effects of project management solutions and converting data to monetary values." Others (notably Kaplan, Norton, and Niven) are far better qualified than I am to verify or dispute that claim. Of greater interest to me is how well organized and written this book is, and, how helpful I believe it will be, at least to project managers as well as to those who must approve project budgets. My Five Star rating speaks for itself.
What readers will especially appreciate about this volume is the fact that the authors devote the bulk of their attention to explaining how to implement effectively the various concepts, strategies, and tactics they present. They are also to be commended for concluding each of the 16 chapters with a "Final Thoughts" section. This facilitates a convenient review when a reader wishes to review key points. In fact, I strongly recommend to project managers that they complete such a review at least every 90 days but, preferably, every 30 days throughout their project's duration. In this volume, Phillips, Bothell, and Snead offer a wealth of information and counsel that can help achieve the ultimate success of almost any project in almost any organization. That success can then inform and guide efforts to create and then sustain throughout the same organization a "project management culture."
Displaying 1 of 1 review