Published here August, 2009.

Introduction | Book Structure
What We Liked | Downside | Summary


Jeff Berman, the author of this book, is Vice President of PM tec, Inc a consulting firm that provides project management services to a wide range of customers. These include construction, engineering, and manufacturing organizations, as well as municipal, state, and federal government agencies. However, the primary focus of the company's consulting services is on project management people, processes and tools, with a significant element of Primavera software, rather than the technology associated with the respective clients. In Jeff's case, he has more than 20 years experience in helping Fortune 500 companies with their corresponding project investments so that his book is similarly focused. In other words, you might call it essentially "Information Technology" focused.

In this book, Jeff attempts to move the discussion of project success beyond the traditional on time, on budget to a question of creating value to the organization as perceived by that organization's executives. Indeed, in his seminars and workshops to executives and managers, Jeff often poses the question: "What is project success?" To this, he says, he frequently gets "many people saying the same thing - 'being on time and on budget' - as if they were part of a congregation or cult."[1]

To counter this widely held perception, Jeff has created what he calls Project Speed2Value™ Road Map as illustrated in Figure 1.

Figure 1: Project Speed2Value Road Map
Figure 1: Project Speed2Value™ Road Map

Each of the pictorial arrows in the illustration is explained in Chapters one through five in his book. Consequently, this book tends to be a sales pitch for his "comprehensive approach". Nevertheless, the book contains some valuable insights, as we shall describe in the following pages.

For example, Jeff also poses a further question:

"What good is a project that's on time ... on budget ... and ends up providing your organization with no bottom-line results whatsoever? Whether it falls short of expectations, fails to ultimately be embraced by the people in the company meant to be using it, or simply lands with a thud in the marketplace, a project that doesn't truly deliver value is worthless at best. It's great to be on time and under budget, but to achieve positive results, project managers have to embrace an all-new philosophy of what it is they do for their organizations.
Far too many projects lose sight of their original purpose due to shifting resources, changing organizational objectives, and other unexpected developments."[2]

Now that we agree with!


1. Berman, Jeff, Maximizing Project Value, AMACOM, New York, 2007, p1
2. Ibid, back cover
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