Customer Reviews

Visualizing Project Management: A Model for Business and Technical Success (with CD-ROM)

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I received this book as a gift from a colleague/mentor who insisted that I read it. Since I had never been a project manager I glanced through it and stuck it on a shelf where it collected dust. One fateful day I was tasked with producing a project plan and, in a panic, called my mentor who reminded me that the answers to my frantic questions were in the book. Although I was under pressure and in no mood to read a book I gave it a shot.

This is where the value of Visualizing Project Management became apparent. I was able to follow the step-by-step procedures outlined in the book to produce a work breakdown structure (something I didn't know existed), determine dependencies and perform supportable estimations for time and resources. By the time I was ready to plug the tasks into Microsoft Project I had a clear idea of what needed to be done, and a realistic estimate of time and people required. In essence I was using this book as a guide for planning my first project. Each step of the way I was gaining self-confidence while methodically laying out a project that accounted for all necessary tasks and their deliverables, and could be supported from a traceability and cost-estimating relationship viewpoint.

Along the way I learned how to control the project once it was initiated, which was something I had not considered when I was first tasked with planning it. Bear in mind I was simultaneously reading this book and planning my first project, so I am probably not a typical reader. Taking this into account what I liked most about this book is the step-by-step approach to project management. The approach is logical and highly visual (hence the title). Each step, from initial planning to scheduling to controlling the project was put into context and clearly explained. There are no long-winded explanations or theory, making this book a great tool for learning project management (in my case learning while doing).

In addition to using a lot of illustrations to show how project management should be done this book also shows how to use visual tools to manage projects. One visual technique that I really thought was clever is the "cards on the wall" approach. This method allowed me to put the tasks from the work breakdown structure on cards, tacked to the wall, then examine dependencies by connecting them with yarn. In essence, I could play "what if" and optimize dependencies using some very low tech tools. However, this is a highly visual and highly effective way to sequence tasks.

I also learned a powerful technique for controlling projects: earned value. This technique compares your project's planned cost and schedule baseline to actuals. It is a proactive way to manage projects because it is an early warning indicator of slippages and overruns.

Before reading this book I was in awe of project managers. After reading this book I discovered that many project managers really depend on luck instead of methods to get through projects. I am appalled by the number of PMs who do not start with a work breakdown structure, or analyze and develop task dependencies before scheduling a project. I have also noticed that far too many do not use earned value to control their projects. It is no small wonder that IT projects historically overrun or fail.

In that respect a book that I almost did not read not only got me through my first project plan, but showed me that there is a way to do projects right. It has certainly made an impression on me and has improved my professional skills. This is the book and I hope that practicing and aspiring project managers read. It certainly will improve the chances of your next project if you follow its straightforward steps and apply them.

This book explains how to plan, schedule and control projects the right way, starting with a workbreakdown structure through to managing schedule and cost using earned value. While there are other books that do this, Visualizing Project Management presents this information in an easy-to-read and easy-to-understand manner. One of my favorite parts of the book explains how to use "cards on the wall" to portray dependencies and sequence, which is the basis of a good schedule. I also liked how earned value project management is presented. If you want a book that shows in a straightforward manner how to plan and estimate a project with confidence (versus firing up MS Project and starting with a Gantt chart that will aomost surely result in cost and schedule overruns because you did not think through the basics), then this is the book to get. Moreover, if you want to understand how to correctly schedule a project after it has been planned and estimated (using MS Project or your favorite tool), then Visualizing Project Management is must-reading. This book also explains in an easy-to-understand maner how to control a project; i.e., what you need to do in order to proactively manage to budget and schedule. I have purchased 8 copies of this book over the years as gifts to colleagues who were assigned to manage projects - each person loved the book.

Rarely do I read a book that is weighty in its simplicity while being exhaustive in its subject treatment. Visualizing Project Management succeeds where many have failed.

The book focuses on the five common elements of every successful project: a common vocabulary, teamwork, a plan, leadership and management.

Starting with the project requirements, it details the correct way to plan, schedule and control projects. These elements do not naturally occur, particularly in complex technical projects. The techniques and tools presented are applicable throughout the project lifecycle.

The book is full of illustrations, which clarify the techniques being discussed. The best idea I found book was the Cards on the Wall technique, which calls for each team member to attach each WBS (Work Breakdown Structure) to a wall and interconnect the dependencies with yarn. The resulting interaction, I found, encourages group thinking and project buy-in, while anticipating the unanticipated.

There is also a great section on Earned Value, a powerful and effective tool for the early detection of slippages and cost overruns. As the authors correctly note, "If you can't measure it, you can't manage it."

Aspiring project managers and executives responsible for supervising it in their organizations should read this book. It will help them successfully understand and apply the project management process in their pursuit of "better, faster, and cheaper."

Starting with a work categorization structure through to managing schedules and cost using earned values, this book clarifies the right way to plan, schedule and control projects. The authors clearly explain what needs to be done in order to take the hands-on approach in managing to budget and schedule.

This book also explains in an easy-to-understand fashion the concept of earned value project management. This section that should be considered as mandatory reading by all involved in project implementation. Also don't miss the section on project vocabulary, reiterating the need for clear and understandable communication among all participants.

A key mistake that is constantly made in project management is the assumption that one needs immediately start producing Gantt charts with Microsoft Project from the inception. A far better approach, as outlined by the authors, would be to use the "cards-on-the-wall" method to illustrate roles, sequences and dependencies, forming the basis for a good basic project plan. This results in a well-organized basic plan, which has a far greater chance of success and meeting budgets. There is still ample time to introduce the Gantt chart schedules from Microsoft Project, but as a part of the process.

There is an accompanying CD-ROM that has an excellent presentation of the "spiral" model opening onto the authors' "Vee" model that shouldn't be missed. More visual exhibits that give emphasis to concepts presented in the book are there as well.

Visualizing Project Management should be considered as must reading by not just project managers, but those involved in change control and IT personnel in general.

As a federal government employee, I had the luxury of experiencing a dedicated two-week project management course provided by the Center for Systems Management, presented directly by the authors Kevin Forsberg and Hal Mooz. Having attended untold training courses over my past 14 years in government (some worthwhile, others less so), I unreservedly submit to you that the two weeks spent at the hands of Forsberg and Mooz were easily the most beneficial two weeks of instruction I've ever experienced in my life, period.

The two weeks were intense, involving many 10-12 hour days. During those two weeks, different systems of effective project management were examined in detail, and the merits & shortcomings of each system outlined; interesting case studies drove home in no small way the validity and necessity of proper project management to the success or failure of a project/mission. A large part of the second week focused on the concepts provided in this book.

The principles outlined in Visualizing Project Management are presented in clear, easily-understood terms so that the readers can truly "visualize" project management. These principles and processes allow the manager to easily identify issues and concerns that inevitably arise within any project, large or small, and provide the knowledge and tools to not only identify problems, but effectively deal with them, sometimes even before they get a chance to derail your project. The entire project cycle that is outlined is excellent in keeping activity focused and on track, with periodic review/control gates allowing for the much needed management review and insight. Having perused many other books on the subject, some of which run into the thousands of pages (I assume necessarily), I've concluded that no clearer and succinct presentation exists of these concepts.

As a manager of a somewhat large, distributed government IT infrastructure, I've found that I use the principles outlined in this book for even the smallest of day to day tasks. Since the concepts/principles are "scalable," they are easily applied to the myriad of projects that are always underway, and have helped identify and locate my division's place and role in all of them. I can't imagine having to work in my environment without the skills I've learned from the course and this book. You may even find yourself using this knowledge at home, like I did while hosting a particularly "cumbersome" Thanksgiving dinner, where "workflow" and organization was everything.

If you find yourself experiencing difficulties in project management and need a clear path to the light at the end of the tunnel, read this book and prosper. And if you can arrange a course with the authors through Center for Systems Management, by all means avail yourself of the opportunity. You'll be glad you did.

Highly recommended for anyone who wants to understand successful project management practices! I have worked on a variety of projects during my 20-year military career, but only recently have I studied project management from a holistic view. Although I admit this is only the third dedicated project management book I've read, I'm confident that I won't read another that will top it in terms of increasing my understanding of the subject.

Leveraging the power of visualization, the authors have developed a highly intuitive model that succinctly depicts this complex, multi-faceted discipline. In the book, the authors "build" the model for the reader, explaining the relationships between the project management essentials (common vocabulary, teamwork, project cycle, and management elements) and then graphically tying the elements together. The book doesn't stress the deep-layer technical details of project management elements, but it doesn't need to. Its hallmark is its rich graphic depiction of project management relationships and interactions.

The authors draw on their experience gained through years of industry and government project management work and use real cases of successful and some not-so-successful projects to illustrate their project management approach. Throughout the book, they offer tips, tools, and techniques to adapt project management practices to yield "better, faster, cheaper" results. The accompanying CD has several demos and visual exhibits that underscore key concepts presented in the book. I was particularly impressed with the video presentation of the spiral model "unrolled" onto Mooz' and Forsberg's "Vee" model.

Experienced project managers might not learn anything new by comparing this book's project management model to more familiar models, but I wouldn't bet on it!

This book describes the entire project life cycle and the management disciplines that need to be employed across the various phases of the life cycle. The following attributes of the book were important to me: (1) it presents sophisticated concepts in understandable language and diagrams, and does an excellent job blending conceptual data with the authors' extensive hands-on experience and insight; (2) it helps the reader understand the vital technical and programmatic objectives of important reviews and control gates -- beyond the more common sociological objective of disposing of all review comments in a way that leaves every reviewer feeling that his or her perspective has been honored; (3) it clearly shows how important it is for a project manager to understand system engineering concepts and processes, in order to maintain effective control of the technical baseline (and, consequently, the project schedule and cost); and (4) it describes the teamwork necessary for project success -- not only teamwork internal to the project but also the teamwork needed among the user, the customer/buyer, and the project. This is a book by three authors with long and deep real-world project management experience, and a passion for teaching. It can be appreciated by project managers at many different levels of experience and different backgrounds, and (like the authors' project management training course) merits return visits at multiple points in a project manager's career. I recommend it highly for all serious project managers, current and future.

Visualizing Project Management: A Model for Business and Technical Success" by Kevin Forsberg, Hal Mooz and Howard Cotterman, second edition, has much added material since the first edition. It is still my recommended first choice for those seeking a better insight into the role of project management, and I have read quite a few books on project management since that first edition. The book introduces many new concepts to the discipline, including an "orthogonal" model of the project management life cycle and its related processes which provides a conceptual basis for the book. It draws distinctions between the technical, business and budget aspects of project management work, one often confused for another by many would-be practitioners, yet it emphasizes the need for close alignment of these three aspects. The author's "Vee" model nicely bridges the gap between those whose primary focus is on the decomposition of the project for definition and control purposes during the project's planning period, and those whose focus must be on the integration of the various components during the production period of the project. But perhaps Chapter 4 warmed my heart the most - dedicated, as it is, to "Project Vocabulary" and the need to communicate clearly! I find the book easy to read, well illustrated, and very sensible. It is a valuable resource for students and practitioners alike.

Wow! The best book I have ever read on the subject and the only one that discusses the critical relationship between project management, systems engineering, and requirements management. An excellent read that offers a wealth of insight and brings the real world experience of the authors to the fore. The examples and case studies are worth the price alone. A must read for any serious project manager. You can't afford not to read this book.

This book is about managing technically challenging development projects to a successful conclusion. It is not about the coordination of low tech routine projects. You will be pleased to find that there is a healthy dose of system engineering integrated with solid project management material. Understanding these concepts can increase your effectiveness in interfacing with your customers and your technical team members which is critical to achieving the results you want. This material, while essential, is very rare in project management books.

Also of note is the emphasis on managing the business case and getting customer buy-in throughout the process to ensure that the solution will satisfy the business case even if the business case is changing. There is no gain in successfully delivering a solution that is of little value.

Many projects suffer because of poor baseline management and this book calls for managing the three baselines (business, budget, and technical) to be congruent. Control Gates are effectively proposed as the discipline to cause this to happen.

All important concepts are clearly illustrated and three dimensional models are provided to assist in understanding important interesecting processes. The included CD provides visualizations that you can use with your team. I do.

If you are able to get all of your team members including your customers to understand these concepts your life will become much easier and your projects are sure to be more successful. There is nothing that reduces conflict more than having a common vocabulary and a clear and mutual understanding of the management approach.