A detailed handbook delivers advice on increasing the focus and efficiency of team projects in the business world.
Alexander’s nonfiction debut concentrates on collective endeavors—on unlocking the hidden potential in the project management tactics that businesses of all sizes use every day. The author likens the idea of conducting business without a clear strategy to driving a car while blindfolded, maintaining that clear operational thinking is vital to getting anything done in the corporate world. The bulk of the book is devoted to the many aspects of creating and implementing business plans—the mistakes that many companies make and the solutions Alexander and other “thought leaders” in the field have developed to avoid those errors and provide maximum results for “stakeholders” and others concerned with project outcomes. The book’s chapters attempt to break down with step-by-step clarity the things that effective project managers do. Business-world readers coming to Alexander’s text, with its neologisms and endless term abbreviations (KPI for key performance indicators, BPI for business process improvements, PMI for Project Management Institute, PMM for project management methodologies, etc.), should appreciate the clear, methodological thinking in these pages. Those readers are clearly the book’s intended audience, as virtually all of the points made throughout are couched in impenetrable business-speak that will be incomprehensible to outsiders. “Great thought leaders should always strive toward having advance awareness and multiple options as well as being as abundantly prepared to adopt project strategies that fully align with company-wide strategies,” readers are told, for example, and “Process breakdowns and delivery deficiencies can become a reality if effective change management is not factored into project outcomes.” Such gibberish walls off works like this one from entry-level, nonbusiness readers. But those in its target demographic should find plenty here to interest them, particularly the emphasis the author places on planning and on the crucial role of project managers in building the right teams to carry proposals to completion. “Not every project is a need,” Alexander writes, “some will just be wants.” This is a short, pointed book about telling the difference.
A step-by-step, concept-by-concept approach to making corporate endeavors work.