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Alive at Work

 

BOOK REVIEW

Book Title:  Alive at Work: The Neuroscience of Helping Your People Love What They Do
Author:  Dr Daniel M. Cable
Publisher:  Harvard Business Review Press
List Price:  $30.00
Format: Hard Cover, 203 pages
Publication Date: 2018
ISBN: 978-1-63369-425-5
Reviewer: Oghenemena Okobiah
Review Date: October 2019

 


 

Introduction

To start and grow a company is not an easy task, to sustain continued growth is a more difficult task. The same can be said with hiring and managing workforce. Hiring and integrating a motivated employee into a team is a task, sustaining the level of excitement and ingenuity for that employee is an intricate task. In today’s world where competition is high and running a lean workforce requires more work done with less resources, keeping the energy levels of your workforce is a key to improving and maintaining productivity and performance tor sustainable growth.

Dr. Daniel Cable, the author, carefully takes on an insightful journey into the world of employee disengagement, understanding how it happens and a roadmap to  creating sustainable passion and creativity in today’s workforce.

Overview of Book’s Structure

Alive at work seeks to help the reader understand the essential nature of employee engagement and systems to help employees “bring their best selves to work” through to the finish line.

The book is structured in four main parts: Part I: The Seeking System:- Understanding the current state of things and how to make them better; Part II: Self Expression:- Promoting self-expression and encouraging employees to bring their best to work; Part III: Experimentation:- Exploring systems to improve engagement and creativity; Part IV: Purpose:- Helping employees experience the value of their work.

Each chapter is well written with real world examples that illustrate the concepts and its applications.

Highlights

Dr Daniel Cable introduces the concept that learning, and exploration are basic human concepts inherently designed to evoke the better part of the “us” human species. These seeking systems, play a fundamental role in our human aspirations. In Dr Daniel’s words, “when the seeking systems are not active, human aspirations remain frozen in an endless winter of discontent”.

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About the Reviewer


Mena Okobiah

Texas, USA

 

Mena Okobiah is a mechanical engineer with over 9 years of experience in construction, manufacturing and aerospace sectors. He is currently completing a Master’s degree in Mechanical Engineering from the University of North Texas and working towards obtaining his PMP certification.

Mena can be reached at mena.okobiah@yahoo.com and on linked in  on www.linkedin.com/in/menaokobiah

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review who agree to provide a review within 45 days; book reviews are published in the PM World Journal and PM World Library. 

If you have read a good recently-published book related to managing programs, projects or teams of professionals, consider authoring a book review for publication in the PM World Journal.  For our standard format or for more information, contact Editor@pmworldjournal.com or visit https://pmworldlibrary.net/book-review-program/

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact Editor@pmworldjournal.com.

 

 

The potential impact of public-private partnerships

in developing the small to medium sector in Zimbabwe

 

FEATURED PAPER

By Dauglas Halimani, Tariro Mazava, Farai Don Dzapasi

Department of Banking and Finance
Great Zimbabwe University

Masvingo, Zimbabwe

 


 

Introduction

Public-private partnerships (hereafter referred to as PPPs) are in their infancy stage in Zimbabwe although they have existed in other parts of the world for decades. However, in the face of declining government revenue and the parallel depreciation of our infrastructure, PPPs appear to offer a solution to the infrastructure challenges facing Zimbabwe. Traditionally these PPPs have been undertaken by large corporations which have the capacity in technology and financial resources. The participation of small to medium enterprises (hereafter called SMEs) in PPPs has been low despite the role SMEs play in the economy in terms of employment creation, poverty and inequality reduction.  PPPs provide an opportunity for Zimbabwe and other developing countries to develop a viable SME sector. Therefore, there is need for government to encourage the participation of SMEs in PPPs. This can enable governments in developing countries to tap into the potential that PPPs have for solving socio-economic challenges affecting developing countries such as unemployment and poverty. There is a need to rethink on the models used to execute PPPs as the traditional model discourages the participation of SMEs because of lack of technological know-how and inadequate finances. There is therefore a need to find means to encourage SMEs participation in PPPs.

Problem Statement

SMEs play an important role in the economic development and growth of an economy through job creation, offering diversified and innovative products and services in an economy. However, the participation of SMEs in PPPs is very limited and there is need to find strategies to increase the participation of SMEs as a strategy to spread economic opportunities. The traditional models of PPPs underestimate the potential impact the PPPs can have in creating a viable SME sector that can create employment and provide income for the poor while addressing the infrastructure backlogs.

Research Objectives

The research sought to find out how PPP projects in Zimbabwe can help SME development. Furthermore, the research sought to identify strategies that can increase the participation of SMEs in PPP projects.

Research Questions

  1. How can PPPs assist in the development of SMEs in Zimbabwe?
  2. What strategies can be implemented to increase SME participation in PPP projects?

Research Methodology

The research methodology employed for this study is the mixed-method. This method encompasses desktop research where a review of literature is done as well as survey where questionnaires and interviews are used to gather information and some elements of quantitative method to analyze data gathered.

Literature review

Definition of PPPs

The definition of public-private partnership is wide. However, the Fiscal Affairs Department of the IMF define PPPs as arrangements where the private sector supplies infrastructure assets and services that traditionally have been provided by the government. This definition accommodates the various types of arrangements under the PPPs. Farrugia and Orr (2008) define PPPs in terms of participation of the private sector in infrastructure and in this respect, PPPs are often referred to as “private finance initiative”, public-private partnership, alternative financing and procurement or performance –based infrastructure”. Grimsey and Lewis define PPPs as arrangements whereby private parties participate in, or provide support for, the provision of infrastructure and PPP projects results in public infrastructure being delivered by a private entity on a contractual basis. De Bettignies and Ross argue that universal definition is not possible because the term is used in slightly different ways that result in a precise definition not being possible.

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How to cite this paper: Halimani, D.; Mavaza, T.; Dzapasi, F. (2019). The potential impact of public-private partnerships in developing the small to medium sector in Zimbabwe; PM World Journal, Vol. VIII, Issue XI, December.  Available online at https://pmworldlibrary.net/wp-content/uploads/2019/12/pmwj88-Dec2019-Halimani-potential-of-public-private-partnerships-in-zimbabwe.pdf

 


 

About the Authors


Dauglas Halimani

Great Zimbabwe University
Masvingo, Zimbabwe

 

 

Dauglas Halimani is 36 years old and a lecturer at Great Zimbabwe University since 2014. He holds a master’s degree in Banking and Financial Services from National University of Science and Technology as well as Bachelor of Commerce Honours in Finance from Great Zimbabwe University. He is a final year Bachelor of Laws student with the University of South Africa. His interests span the areas of commerce and law.  He can be contacted dhalimani@gzu.ac.zw

 


Tariro Mavaza

Great Zimbabwe University
Masvingo, Zimbabwe

 

 

Tariro Mavaza is a Lecturer in the Munhumutapa School of Commerce, Department of Banking and Finance, the Great Zimbabwe University.  He previously worked for Zimbabwe Revenue Authority as a Revenue Official. His areas of research are: Financial markets, Revenue Collection Systems I, Corporate Governance, Quality Management Systems and Project Management. He has published three research papers in International and Regional Journals on Total Quality Management and Corporate governance. Email address: tmavaza@gzu.ac.zw

 


Farai Dzapasi

Great Zimbabwe University
Masvingo, Zimbabwe

 

Farai Dzapasi is a lecturer in the Department of Banking and Finance at the Great Zimbabwe University. He holds a Bachelor of Commerce Honours in Finance and Master of Commerce in Finance from Great Zimbabwe University.

 

 

Leading Through Difficult Times

 

Positive Leadership in Project Management

SERIES ARTICLE

By Frank Saladis, PMP, PMI Fellow

New York, NY, USA

 


 

I think it’s safe to say that difficult times can be expected to be experienced by the project manager and team at some points in time during most project life cycles. The level of difficulty depends on several factors:

  • The complexity of the project
  • The degree of planning and preparation
  • Degree of uncertainty (risk)
  • The skills of the project manager – leadership, management, negotiation, problem solving etc.
  • Personalities of the stakeholders
  • Upper management involvement (and meddling)
  • Politics
  • Resource availability
  • Changing requirements
  • Many other factors!

The most difficult times for a project manager (or any leader) are those associated with  periods of great uncertainty during which environmental factors (factors that cannot be directly influenced by the project manager and team) threaten the stability of the project (or organization) and the confidence of the people within the team or organization. Truly effective leaders are aware of the potential bad times that may be encountered and place significant effort in panning for them while enjoying and celebrating achievements and progress of the teams they lead. A major element of that enjoyment is the pride a leader feels when teams work together to deliver high performance, meet objectives, and display a winning attitude.

It is especially during periods of prosperity and success that effective leaders maintain a watchful eye on the uncertainties that lie ahead. For example, we have seen in this the current world economy, the rapid advances in technology, the impact of Artificial Intelligence and many other factors, that change occurs rapidly with little or time for detailed preparation. The economic and technology lessons learned the last 6 months alone have caused many organizations to redefine themselves in terms of strategic direction, product offerings, research and development, and financial capability. What appeared to be a relatively secure market position for many organizations has been transformed into a quagmire of uncertainty. This is where the true leader emerges. It is important to work towards stability in times of crisis. Understanding that stability and control is not actually 100% plausible, the leader should attempt, during a period of extreme crisis, to establish a “known and stable state” to allow tome for diagnosis.

A lesson can be learned from the emergency room at any given hospital. A patient is transported in. The situation is serious. No time for a diagnosis at this time. The ER team springs into action performing a triage to determine the immediate action required. Vital signs are checked and the goal is to stabilize the patient. Once that has been accomplished a detailed diagnosis can begin.

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Editor’s note: This article is one in a series on Positive Leadership in Project Management by Frank Saladis, PMP, PMI Fellow, popular speaker and author of books on leadership in project management published by Wiley and IIL in the United States. Frank is widely known as the originator of the International Project Management Day, the annual celebrations and educational events conducted each November by PMI members, chapters and organizations around the world.

How to cite this paper: Saladis, F. (2019). Leading Through Difficult Times; Positive Leadership in Project Management, series article 3. PM World Journal, Vol. VIII, Issue XI, December. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/12/pmwj88-Dec2019-Saladis-leading-through-difficult-times-positive-leadership-article3.pdf

 


 

About the Author


Frank P. Saladis

New York, USA

 

 

 

Frank P. Saladis, PMP, PMI Fellow is a Consultant and Instructor / Facilitator within the project management profession and has over 35 years of experience in the IT, Telecom Installation and IT Project Management training environment. He is a senior consultant and trainer for the International Institute For Learning Inc. and has been involved in the development of several project management learning programs. Mr. Saladis has held the position of Project Manager for AT&T Business Communications Systems, National Project Manager for AT&T Solutions Information Technology Services and was a member of Cisco Systems Professional Services Project Management Advocacy Organization. His responsibilities included the development of Project Management Offices (PMO) and the development of internal training programs addressing project management skills and techniques.

He is a Project Management Professional and has been a featured presenter at the Project Management Institute ® Annual Symposiums, Project World, PMI World Congress, CMMA, and many PMI Chapter professional development programs. He is a past president of the PMI New York City Chapter and a Past-President of the PMI ® Assembly of Chapter Presidents. Mr. Saladis is a Co-Publisher of the internationally distributed newsletter for allPM.com, a project management information portal, and a contributor to the allPM.com project management website.

Mr. Saladis is the originator of International Project Management Day and has written numerous leadership and project management related articles. Mr. Saladis is also the author of the Project Management Workbook and PMP ® / CAPM ® Exam Study Guide that supplements Dr. Harold Kerzner’s textbook – Project Management, A Systems Approach to Planning, Scheduling and Controlling?, 9th Edition published by John Wiley & Sons and the author of Positive Leadership in Project Management, published by IIL Publishing. He is a member of the International Executive Guild and the NRCC Business Advisory Council. He has also held the position of Vice President of Education for the Global Communications Technology Specific Interest Group of PMI ® and holds a Master’s Certificate in Commercial Project Management from the George Washington University. Mr. Saladis received the prestigious Lynn Stuckenbrook Person of the Year Award from the Project management Institute in 2006 for his contributions to the organization and to the practice of project management.  He can be contacted at saladispmp@msn.com

To view other works by Frank Saladis, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/frank-p-saladis/

 

 

E-Banking Adoption by Zimbabwe Banks

An Exploratory Study

 

FEATURED PAPER

By Tariro Mavaza

Department of Banking and Finance
Great Zimbabwe University

Masvingo, Zimbabwe

 


 

ABSTRACT

Increased use of mobile services and use of internet as a new distribution channel for banking transactions and international trading has created necessary conditions for E- banking. The growth of E-banking in Zimbabwe has been encouraged by improved internet connectivity and the introduction of mobile money products by Mobile Network Operators thanks to the introduction of the multicurrency regime by the Government of National Unity in 2009.   This study was carried out to assess the extent of E- banking adoption among the Zimbabwean banks and identify possible hindrances to the same. Key drivers to adoption of E-banking were also part of the focus of the study as well as its inhibitors. An exploratory research design was used to achieve the envisaged aims of the study.  Data were collected using a survey questionnaire. The participants in the study were bank managers and bank customers. Overall the results of the study showed that while E-banking has made inroads in Zimbabwe its adoption has been at a very slow pace. The main reason for this was lack of public trust in the banking system as a result of 2003 to 2010 economic meltdown experiences of bank customers. The implications of the study are that banks should vigorously promote adoption of E-banking among its customers and that the Government should move with speed to restore public confidence in banking sector restoring macroeconomic fundamentals and coming up with consistent policies.

Keywords: E-banking, online banking, perceived usefulness, Zimbabwe

1.0  INTRODUCTION

The proliferation of, and advances in, technology world over specifically those related to internet has led to fundamental changes in how financial institutions serve their customers. Use of the electronic banking (e-banking) has become the self-service delivery channel that allows banks to provide banking services to their customers with more convenience. Today, many financial institutions, worldwide, are rushing to become more customer focused with less customer contact through use of internet banking and ‘plastic money’.

In its very basic form, e-banking can mean the provision of information about a bank and its services via a home page on the World Wide Web (WWW). Zwass (2003) echoes a more coherent definition of electronic banking stating that it is the deployment of banking services and products over electronic and communication networks directly to customers. These electronic and communication networks include ATMs, direct dial-up connections, private and public networks, the internet, televisions, mobile devices and telephones The banking industry has been undergoing changes since the mid 1990s, in the form of innovative use of information technology and development in electronic commerce (Kalakota and Whinston, 1996). This development made e–banking pose as a threat to the traditional branch operations. For customers, the internet offers faster access, is more convenient and available around the clock irrespective of the customer’s location. From the banks’ point of view, use of the internet has significantly reduced the physical costs of banking operations.

In Zimbabwe the first visible form of electronic innovation was in the early 1990s when Standard Chartered Bank and Central Africa Building Society (CABS) installed Automated Teller Machines (ATMs). Other forms of electronic innovations that have found their way into Zimbabwean banks are Electronic Funds Transfer Systems (EFT), Telephone banking, Personal Computer (PC) banking and recently internet banking (Dube, et al ,2009). In Zimbabwe, over the past twelve years the banking sector has undergone great metamorphosis because of policy related issues, corporate governance failures of the early 2000s, and the meltdown of the economy which climaxed in 2008 with rampant speculative behaviour in the financial sector of the economy and industry specific factors (Reserve Bank of Zimbabwe, 2011). These events affected the adoption of e-banking services by Zimbabwean banks adversely, until 2009 when things started to pick up thanks to the adoption of the multicurrency regime by the government (Biti, 2010). Since 2009, when the economy rejuvenated, the Zimbabwean government, in conjunction with the financial sector, as the case in many other countries, is exploring ways to encourage the vigorous use of e-banking (Gono, 2012).

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How to cite this paper: Mavaza, T. (2019). E-Banking Adoption by Zimbabwe Banks: An Exploratory Study; PM World Journal, Vol. VIII, Issue XI, December. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/12/pmwj88-Dec2019-Mavaza-ebanking-adoption-by-Zimbabwe-banks.pdf

 


 

About the Author


Tariro Mavaza

Masvingo, Zimbabwe

 

 

 

Tariro Mavaza is a Lecturer in the Munhumutapa School of Commerce, Department of Banking and Finance, at the Great Zimbabwe University.  He previously worked for Zimbabwe Revenue Authority as a Revenue Official. His areas of research are: Financial markets, Revenue Collection Systems I, Corporate Governance, Quality Management Systems and Project Management. He has published three research papers in International and Regional Journals on Total Quality Management and Corporate governance. He can be contacted at tmavaza@gzu.ac.zw

 

HBR’S 10 MUST READS on Business Model Innovation

 

BOOK REVIEW

Book Title: HBR’S 10 MUST READS on Business Model Innovation
Author: Multiple
Publisher: Harvard Business Review Press
List Price: $34.95
Format: soft cover, 163 pages
Publication Date: 2019
ISBN-13: 978-1-63369-687-7
Reviewer: Lawrence Reid, PMP
Review Date: October 2019

 


 

Introduction

HBR’s 10 Must Reads on Business Model Innovations is part of Harvard Business Review’s bestselling series. “HBR’s 10 Must Reads is the definitive collection of ideas and best practices for aspiring and experienced leaders alike” according to hbr.org. This edition explores a brief history of business models and how it plays an important part of remaining relevant in an era of rapid changes.

Overview of Book’s Structure

Each section provides a summary of a notable publication pertaining to business models. Each section also includes a synopsis with the heading “Idea in Brief”. A bonus article, “Reinventing Your Business Model,” is included in addition to the top 10.

Why Business Models Matter
by Joan Magretta

Reinventing Your Business Model
by Mark W. Johnson, Clayton M. Christensen, and Henning Kagermann

When Your Business Model Is in Trouble
an interview with Rita Gunther McGrath by Sarah Cliffe

Four Paths to Business Model Innovation
by Karan Girotra and Serguei Netessine

The Transformative Business Model
by Stelios Kavadias, Kostas Ladas, and Christoph Loch

Competing Against Free
by David J. Bryce, Jeffrey H. Dyer, and Nile W. Hatch

Why the Lean Start-Up Changes Everything
by Steve Blank

Finding the Platform in Your Pocket
by Andrei Hagiu and Elizabeth J. Altman

Pipelines, Platforms, and the New Rules of Strategy
by Marshall W. Van Alstyne, Geoffrey G. Parker, and Sangeet Paul Choudary

When One Business Model Isn’t Enough
by Ramon Casadesus-Masanell and Jorge Tarsiján

Reaching the Rich World’s Poorest Consumers
by Muhammad Yunus, Frédéric Dalsache, David Menascé, and Bénédicte Faivre-Tavignot

Highlights

There is so much information constantly coming our way, and it is impossible for me to keep up with it all. HBR’s 10 Must Reads series provides many benefits to help alleviate this problem. First, they have intelligently narrowed all the publications down to the 10 most relevant about a subject matter.

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About the Reviewer


Lawrence Reid, PMP

Bedford, Texas

 

 

 

Lawrence Reid, PMP is a Customer Relationship Management (CRM) specialist with extensive experience in project management, needs analysis, implementation, customization, and integration for companies in the aerospace, financial services, manufacturing, and medical industries. Lawrence has a Bachelor’s degree in Finance and has obtained the Project Management Professional (PMP) certification. He is a member of the Dallas and the Fort Worth, Texas chapters of the Project Management Institute.

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review who agree to provide a review within 45 days; book reviews are published in the PM World Journal and PM World Library. 

If you have read a good recently-published book related to managing programs, projects or teams of professionals, consider authoring a book review for publication in the PM World Journal.  For our standard format or for more information, contact Editor@pmworldjournal.com or visit https://pmworldlibrary.net/book-review-program/

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact Editor@pmworldjournal.com.

 

 

Project Management Beyond Waterfall and Agile

 

BOOK REVIEW

Book Title:  Project Management Beyond Waterfall and Agile
Author:  Mounir A. Ajam
Publisher:  CRC Press, Taylor And Francis Group
List Price: $66.36 US
Format:  Hardback, 336 Pages
Publication Date: 2018
ISBN: 978-1-138-70563-0
Reviewer: Gina Pickett, PMP     
Review Date: October 2019

 


 

Introduction

Project Management Beyond Waterfall and Agile delivers exactly what the title offers- a comprehensive project management methodology that goes beyond the familiar approaches. The Customizable and Adaptable Methodology for Managing Projects (CAMMP™) offers a solution for the project manager who wants to explore an alternative approach.

The author presents CAMMP™ as a three-dimensional model consisting of Project Life Cycle, Project Management Processes/Groups, and Advanced (project success, competence, sustainability, and best practices). The author is a project management practitioner with many years of experience. The book emphasizes that it was written for practitioners, by a practitioner.

Overview of Book’s Structure

The book is divided into three sections, with seven appendices. The author describes the “current state” of project management that led to the development of CAMMP™, then progressively takes the reader on a journey through the CAMMP™ dimensions.

Section I:  The Current Reality: The author presents a brief history of the current state of project management, with references to frameworks such as PMI PMBOK®, ISO 21500, and IPMA. The author clearly states that frameworks are the backbones that support a methodology; CAMMP™ being no exception. This overview of the current state of project management is necessary to move the reader forward to Section II.

Section II:  The Offered Solution: The CAMMP™ model is presented along with a very informative graphic diagramming the three phases: Discovery, Development, and Delivery.  The Discovery Phase corresponds to the Pre-project work that occurs in every organization but is often not included in an organization’s project management methodology. The nine stages that are subsets of the phases are:  Concept, Feasibility, Requirements, Strategy, Definition, Implementation, Closing, Operational Readiness, and Initial Operations. Within each stage there are Stage Gates, each with an output which is the stage deliverable.

The author describes several areas of the CAMMP™ methodology that are innovative, most notably the adaptability of the method; “fit for purpose instead of being rigid”, (Page 60).  CAMMP™ espouses the practice of including project closure as part of project delivery. Including operational readiness as part of the project is another concept outside the boundary of some methods. Processes along with their respective process gates are also described in Section II. There are six processes and four process gates. The processes are repeated in each stage.

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About the Reviewer


Gina Pickett

Texas, USA

 

 

Gina Pickett, PMP is an IT professional with more than fifteen years of experience in project management, service delivery, and service desk management. She has worked in the telecommunications, property management, and hospitality industries. Gina obtained a master’s degree in Educational Human Resource Development from Texas A&M University, with an emphasis in adult education/virtual learning. Gina is a member of the Project Management Institute, Dallas Chapter, and holds a PMP certification.

Gina can be contacted at  ginagaile1@gmail.com or https://www.linkedin.com/in/gina-pickett-pmp/

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review who agree to provide a review within 45 days; book reviews are published in the PM World Journal and PM World Library. 

If you have read a good recently-published book related to managing programs, projects or teams of professionals, consider authoring a book review for publication in the PM World Journal.  For our standard format or for more information, contact Editor@pmworldjournal.com or visit https://pmworldlibrary.net/book-review-program/

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact Editor@pmworldjournal.com.

 

 

Everyday Chaos

 

BOOK REVIEW

Book Title:  Everyday Chaos: Technology, Complexity, and How We’re Thriving in a New World of Possibility
Author:  David Weinberger
Publisher: Harvard Business Review Press
List Price:   $30.00 USD
Format:  Hardback, 256 pages
Publication Date: 2019
ISBN: 9781633693951
Reviewer: Sheila Renee Jackson, PMP
Review Date: October 2019

 


 

Introduction

This is a philosophical work; a book written by a thinker for thinkers. How are we to navigate an increasingly complex world? How useful are the principles and laws we’ve been told govern our universe? How do we explain events and bring meaning to our lives? Everyday Chaos is the author’s exploration of such questions, observations, possibilities, and potentials. Along the way he displays his impressive academic credentials and cites extensive literary sources. Each chapter is interwoven with historical anecdotes and thematic insights, and concludes with a “coda”, an essay about “how these changes are affecting some of the most basic formations of our understanding.”

How will machine learning, artificial intelligence, and technology alter our understanding of ourselves? In his introduction, Weinberger encourages us to embrace our disillusionment. “We are at the beginning of a great leap forward in our powers of understanding and managing the future: rather than always having to wrestle our world down to a size we can predict, control, and feel comfortable with, we are starting to build strategies that take our world’s complexity into account.”

Overview of Book’s Structure

The book consists of an introduction and seven chapters.

Intro: Everything All at Once

  1. The Evolution of Prediction
  2. Inexplicable Models
  3. Beyond Preparation: Unanticipation
  4. Beyond Causality: Interoperability
  5. Strategy and Possibility
  6. Progress and Creativity
  7. Make. More. Meaning.

Weinberger’s sense of informational and organizational design is evident in the book’s introduction where he explains how the book works, laying out his aim, plan, structure. He also addresses what he calls the book’s “oddness”, as he concludes chapters with brief essays (codas) that he hopes give some indication of the depth and breadth of change.

Each chapter is progressive, building on one another, in refining essential ideas and introducing new variables. He introduces core philosophical schools and concepts, historic taxonomies, and the presumptions upon which our sources of truth operate. Weinberger walks us through a history of how early cultures explained events and predicted future ones. He traverses Homer, Isaac Newton, scientific theory, existentialism, rationality, post-modernism, and the advent of technology and chaos theory. Each chapter advances that thinking forward, so I suggest not skipping; it’s all required reading.

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About the Reviewer


Sheila Jackson, MBA, PMP, PSM

North Texas, USA

 

 

 

Sheila Jackson, MBA, PMP, PSM has more than sixteen years of project management experience, in multiple industries and settings. Sheila serves as Senior Program Manager – Lifelong Learning at the national office of the American Heart Association. Sheila has an MBA from the University of North Texas and a BA in Psychology from Baylor University in Waco, Texas.

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review who agree to provide a review within 45 days; book reviews are published in the PM World Journal and PM World Library. 

If you have read a good recently-published book related to managing programs, projects or teams of professionals, consider authoring a book review for publication in the PM World Journal.  For our standard format or for more information, contact Editor@pmworldjournal.com or visit https://pmworldlibrary.net/book-review-program/

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact Editor@pmworldjournal.com.

 

 

Nine Lies About Work

 

Book Review

Book Title: Nine Lies About Work: A Freethinking Leader’s Guide to the Real World
Author:  Marcus Buckingham and Ashley Goodall
Publisher:  Harvard Business Review Press
List Price:   $30.00
Format:  Hardcover, 304 pages
Publication Date:   April 2019
ISBN: 978-1-63369-630-3
Reviewer: Sharon Harris, PMP
Review Date: November 2019

 


 

Introduction

“A Freethinkers Guide to the Real World: Nine Lies about Work” is a very intriguing read that takes generally accepted practices in the workplace and challenges them with well-stated truths. This is an excellent book for leaders at all levels of experience and is designed to present the lies of current practices, determine how leaders may begin to challenge these lies with truths, and then re-engage those they lead.

The well-researched information is presented in a format that allows the reader to relate to the topic through the use of real world situations and applications. I thoroughly enjoyed reading this book and challenging my perspective regarding commonly accepted work place “lies”

Overview of Book’s Structure

The book is arranged in 9 chapters with each chapter listing one of the associated 9 lies and the corresponding truth. The lies are well known concepts in today’s workplace such as lie #1 – people care which company they work for, lie #5 – people need feedback, or the one I related to most which was lie #8 – work life balance matters most.

Each of these lies on the surface sounds like a well-meaning concept intended to benefit those we lead, but when the authors unpack the lie and provide the associated truth, they clearly dig deeper to what is the true driver behind each of these statements.

The stories used throughout the book engage the reader in a relatable manner and offer meaningful situations which allow the lie and associated truth to be better understood.

The summary list of 9 truths at the back of the book was a great synopsis and helped correlate with the 9 lies presented. I also appreciated the information regarding the engagement studies available in the appendices of the book as this helped clarify how the conclusions were derived and the book developed.

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About the Reviewer


Sharon Harris

North Texas, USA

 

 

 

Sharon Harris is currently a project manager with a biomedical company. Prior to taking on the project manager role, she was a laboratory director in a clinical and anatomic pathology lab for over 15 years. Sharon is a certified lean six sigma green belt and PMP. She holds a BS in Medical Technology and an MS in Immunohematology with her Specialty in Blood Banking.

Sharon can be contacted at Sharon.Harris@Grifols.com

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review who agree to provide a review within 45 days; book reviews are published in the PM World Journal and PM World Library. 

If you have read a good recently-published book related to managing programs, projects or teams of professionals, consider authoring a book review for publication in the PM World Journal.  For our standard format or for more information, contact Editor@pmworldjournal.com or visit https://pmworldlibrary.net/book-review-program/

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact Editor@pmworldjournal.com.

 

 

HBR Guide to Work-Life Balance

 

BOOK REVIEW

Book Title:  HBR Guide to Work-Life Balance
Author:  Harvard Business Review
Publisher:  HBR Publishing Corporation
List Price:   $19.95
Format:  Softcover, 272 pages
Publication Date:   2019    
ISBN: 978-1-63369-712-6
Reviewer: Charlie Green, PMP
Review Date: October 2019

 


 

Introduction

These days we have many demands competing for our time and attention.  Whether it is family, career, education, religion, social, health or other commitments. There are still only 24 hours in a day, and we are constantly trying to squeeze more and more into the available time.  As a result, some commitments get dropped or delivered late or with less quality than desired or expected.

Harvard Business Review has compiled information from multiple contributing authors that are experts in the area of work / life balancing.  These authors discuss tools, techniques and concepts that will help the reader if used to help manage priorities and expectations and establish boundaries and tradeoffs.  They also discuss the importance of taking care of yourself.

Overview of Book’s Structure

The book is divided into five sections.  Each section contains multiple chapters written by various experts that discuss and provide information and tools to consider when reviewing and addressing work/life balance issues in your life.

  • Section One is “Taking Stock”.  Here the author discusses identifying and assessing what is important to you.
    • Chapter 1 – “Be a Better Leader, Have a Richer Life”
    • Chapter 2 – “Assessment – Are You Focusing on What’s Important to You?”
  • Section Two is “Make Decisions and Manage Your Time”, discusses assessing   the demands on your time and setting priorities, trade-offs and when to say no.
    • Chapter 3 – “No, You Can’t Have It All”
    • Chapter 4 – “Make Room in Your Life for the Rest of Yourself”
    • Chapter 5 – “Before You Agree to New Work, Ask Three Questions”
    • Chapter 6 – “Stop Work Overloading by Setting These Boundaries”
    • Chapter 7 – “Nine Practices to Help You Say No”
    • Chapter 8 – “Why You Need an Untouchable Day Every Week”
    • Chapter 9 – “How to Get the Most Out of a Day”

More…

To read entire Book Review, click here

 


 

About the Reviewer


Charlie Green

North Texas, USA

 

 

 

Charlie Green has worked as a project manager since 1985.  He holds a Bachelor’s degree in Business Administration from the University of Texas at Dallas.  Charlie obtained his Project Management Professional certification in 2010.  His experience is managing software implementation projects in the Financial Services industry.  He has also managed new product, business process improvement, business intelligence and system development projects in the financial, telecommunications, information technology industries and military.  Charlie is retired from the U.S. Air Force Reserve following a 26-year Air Force career.  Charlie is a member of the Dallas, Texas PMI Chapter.

Charlie can be contacted at charlie.green01@gmail.com

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review who agree to provide a review within 45 days; book reviews are published in the PM World Journal and PM World Library. 

If you have read a good recently-published book related to managing programs, projects or teams of professionals, consider authoring a book review for publication in the PM World Journal.  For our standard format or for more information, contact Editor@pmworldjournal.com or visit https://pmworldlibrary.net/book-review-program/

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact Editor@pmworldjournal.com.

 

 

Capturing Upside Risk

 

BOOK REVIEW

Book Title: Capturing Upside Risk: Finding and Managing Opportunities in Projects
Author:  Dr David Hillson
Publisher:  CRC Press, Taylor and Francis
List Price:  $49.95
Format:  Hardcover, 270 pages
Publication Date:  June 2019
ISBN: 13: 978-0-8153-8251-5
Reviewer: Edwin S. Burt, PMP
Review Date: November 2019

 


 

Introduction

The idea behind this book is that risk includes both opportunity and threat.  The idea is not new; in fact, global standards have generally accepted this as part of the definition of risk management.  Despite the accepted broader definition, a significant gap between theory and practice remains.  Organizations continue to limit their risk management approach only to threats.  The book spends time on modeling and other technical topics, but it is written in simple English and is a relaxed read.

The book’s focus is the application of the expanded definition of risk management to projects concentrating on where we might find upside risks in projects and how we might go about managing them.  Chapter one states that “Winning the War” is largely complete in the Definitions battle (accepted standards) but the outcome of the war remains to be settled in the field.  Mr. Hillson provides several useful ideas, process modifications and tool suggestions to win the battle of applied practice for ultimate victory.

Overview of Book’s Structure

The book has three sections: The first section includes three chapters dealing with why opportunities matter, a longer section on the process for managing opportunities in projects, and a final short section on making it work.  The case is made for including opportunity in the definition of risk, alongside threats, and explains how this is relevant to projects.  A structured risk process is presented based on both threats and opportunities in a single integrated approach.

The second section of the book is structured to provide a step-by-step guide to the project risk management process, with a chapter devoted to each step.  An initial discussion of the purpose and principles for each chapter sets out the scope and key points.  The risk process is examined in detail, focusing on finding and managing opportunities adapting threat-focused risk techniques.

The third section of the book is structured to provide Critical Success Factors to succeed at applying the broader inclusive definition of risk.  Process modifications are outlined, and direction provided on how software tools might be enhanced to support the approach.  There is a final emphasis that wider application of this concept requires the delivery of value both tangible and intangible to move organizations to require the management of both upside and downside risks.

Highlights

Chapter one covered the general debate on the nature of opportunity and outlined the reluctance to act as well as remedies…

More…

To read entire Book Review, click here

 


 

About the Reviewer


Edwin S. Burt, PMP

Texas, USA

 

 

 

Edwin Burt has a background which includes Program and Project Management in real estate investment and deploying PC hardware, software and network infrastructure with a Fortune 200 IT company.  Led global program deploying PC hardware, software and network infrastructure using virtual teams in multiple global regions.  Strengths include project management, team building, leadership, verbal and written communications, team development and customer relationship management.  Industry Experience:  Real Estate, IoT, Transportation, Financial, Insurance (Medicare, Medicaid, Life, Property and Casualty), Education-Leadership Development, Data Center Operations.

Email address:  Attention:  Edwin S. Burt info@lostandfoundfund.com

 

Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review who agree to provide a review within 45 days; book reviews are published in the PM World Journal and PM World Library. 

If you have read a good recently-published book related to managing programs, projects or teams of professionals, consider authoring a book review for publication in the PM World Journal.  For our standard format or for more information, contact Editor@pmworldjournal.com or visit https://pmworldlibrary.net/book-review-program/

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact Editor@pmworldjournal.com.

 

 

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