This book identifies the many people-skills a project manager needs to make a project successful. While traditional project management training teaches the phases and processes of planning and executing a project, it barely mentions the people skills required to make the project successful.
Shifting Sands explains how to build and use people skills during a project, giving real world examples and letting the reader learn from the authors’ mistakes instead of their own.
Co-authors Bill Berghel, PMP and Jana Markowitz, MS Organizational Psychology, have over 40 years of project management experience between them. For almost any situation a project manager could face, Bill and Jana have “been there, done that” and provide a funny story to illustrate their point.
Shifting Sands provides guidance, explanations and how-to’s from which even experienced project managers and business leaders will benefit.
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People Reviewed This Product
Jan 20, 2014
This is a short and snappy book about "the people side of project management". According to my own research into value-driven change leadership (VDCL), the people side is a key aspect of project management that is underemphasized in traditional views of project management. Particularly important elements are managing organizational change (which, in my view, is inherent to project management; not an afterthought), developing relations with people involved in the project (from team members, to sponsors and other stakeholders), and dealing with conflicts and resistance. The book deals with these topics, and other ones, from a "this is what you will have to deal with" perspective, along with "this is how we did it" advice. The book also has several nice war-stories that really happened on the authors' projects. It is a nice complement to the traditional project management way of thinking. Gezinus J. Hidding, PhD.
Project management is always described, explained, and taught as it exists in the abstract, frictionless, mechanistic world of process, but, as the authors deftly illustrate, projects are messy because they involve people and relationships. This dynamic aspect of project management causes many project managers to deny the ways their projects could fail or are already failing, and the authors use references to tried-and-tested, empirically-based means for avoiding these traps or coping with them once the problems have begun. These references give the reader the opportunity to read further on any of the topics the authors introduce. Further, the authors illustrate each principle with stories that the reader will recognize and understand immediately. This volume is an important complement to traditional project management and is valuable to anyone working on a project team. As a college CIO, I plan to hand this out as required reading!
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