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A wry, cheerful prod to action by the founder of a project management consulting firm in which he offers a set of simple project-coherence-building techniques based on real-world stories. He examines the degree to which individuals involved in the project can exert control and explores the excuses that can keep people trapped in meaningless work. Annotation (c) Book News, Inc., Portland, OR (booknews.com)
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DAVID A. SCHMALTZ had no idea what he was getting into when he volunteered to help clean up the mess following a bungled computer system conversion back in the ’70s. He found that his back- ground as a freelance singer-songwriter and a pot washer prepared him well for the realities of project work. While helping to clean up the conversion mess, he started looking for but couldn’t find much practical information about what makes projects work. He found instead endless recipes that seemed certain to cause messes like the one he was cleaning up. Between the fantasy that people should be able to accurately estimate novel efforts, the notion of “planning the work and working the plan,” and the vacuous idea that on- time, on-budget, on-spec could meaningfully measure success, he concluded that project management theory offered a nearly total lack of real-world utility. “The most popular placebo in business today,” he calls it. Nearly a quarter-century of experience hasn’t changed David’s opinion.
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