Harvard Business Essentials Managing Projects Large and Small: The Fundamental Skills for Delivering on Budget and on Time

by Richard Luecke and Richard A. Luecke

Book Overview

When it comes to project management, success lies in the details. This book walks managers through every step of project oversight from start to finish. Thanks to the book's comprehensive information on everything from planning and budgeting to team building and after-project reviews, managers will master the discipline and skills they need to achieve stellar results without wasting time and money.

• Format: Paperback
• Language: English
• ISBN: 1591393213
• ISBN13: 9781591393214
• Release Date: February 2003
• Publisher: Harvard Business Review Press
• Length: 208 Pages
• Weight: 0.71 lbs.
• Dimensions: 0.6" x 9.1" x 6.1"

Customer Reviews

Simple and useful

This book is authored very readably. The anecdotes support and reinforce the solid content and advice presented. It is based in reality and offers best practices rather than just offering theory. I don't find myself getting bogged down in terminology as I have with some other books.

Essential to any executive's "tool box"

This is one of the volumes in the Harvard Business Essentials Series. Each offers authoritative answers to the most important questions concerning its specific subject. The material in this book is drawn from a variety of sources which include the Harvard Business School Press and the Harvard Business Review as well as Harvard ManageMentor_, an online service. I strongly recommend the official Harvard Business Essentials Web site (www.elearning.hbsp.org/businesstools) which offers free interactive versions of tools, checklists, and worksheets cited in this book and other books in the Essentials series. Each volume is indeed "a highly practical resource for readers with all levels of experience." And each is by intent and in execution solution-oriented. Although I think those who have only recently embarked on a business career will derive the greatest benefit, the material is well-worth a periodic review by senior-level executives. Credit Richard Luecke with pulling together a wealth of information and counsel from various sources. He is also the author of several other books in the Essentials series. In this instance, he was assisted by a subject advisor, Richard D. Austin, a member of the Technology and Operations Management faculty at the Harvard Business School. Together, they have carefully organized the material within 12 chapters. 1. Project Management as a Process (four phases) 2. The Cast of Characters (i.e. who's who in project management) 3. A Written Charter ("your marching orders") 4. A Framework for Action (i.e. important first steps) 5. Work Breakdown (i.e. from huge job to manageable tasks) 6. Scheduling the Work ("put the horse before the cart") 7. Adjustments and Trade-Offs (i.e. more fine-tuning) 8. Managing Risk ("scanning the hazy horizon") 9. Project Adaptation (i.e. dealing with what you could not or did not anticipate) 10. Getting Off on the Right Foot (i.e., project needs to keep in mind) 11. Keeping on Track (i.e. maintaing control) 12. The Closedown Phase (i.e. wrapping up) I especially appreciate the provision of a "Summing Up" section at the conclusion of each chapter, and, the provision also of two appendices: "Useful Implementation Tools" and "A Guide to Effective Meetings." Re the appendices, all executives should possess and continuously upgrade a "tool kit" even if what is needed this week or this month requires entirely different "tools" later. One of the most important value-added benefits of the "Essentials" series is that each of its volumes includes a number of "tools" relevant to the given subject and an explanation of how to use them effectively. With regard to the advice provided on meetings (probably the single greatest time-waster), it is sensible but sparse. Years ago, I became convinced that most meetings are convened to discuss what needs to be discussed rather than to discuss what needs to be done. And even when the latter, more often than not, the "PTD Principle" is ignored (i.e. P = person,