Published here July, 2009.

Introduction | Book Structure
What We Liked |  Downside | Summary

Book Structure

This book is simply laid out into ten chapters and two Appendices as follows:



Control of Projects



Control through Process



Control through Influence



Control through Project Metrics



Beginning Control with Project Initiation



Building Control through Project Planning



Maintaining Control during Project Execution



Tracking and Monitoring for Project Control



Enhancing Overall Control through Project Closure




Appendix A: Example Project Infrastructure Decisions

Appendix B: Selected References

As the author explains in Chapter 1:

"The first half of the book explores three elements of project control: process, influence, and measurement. Chapters 2 through 4 dig into the details and show how to apply them in your project environment. The second half of the book shows you when to use these three elements for control throughout the life of a typical project. The Guide to the Project Management Body of Knowledge (PMBOK Guide) from the Project Management Institute identifies five process groups: initiating, planning, executing, controlling and closing. Chapters 5 through 9 map to these topics, describing how to make the ideas work for your project from its beginning to its end. Where the PMBOK Guide tends to assume that a project manager has formal power, the discussion throughout this book focuses on controlling project work even if you do not have much direct authority."[3]

Notwithstanding the comprehensive coverage and advice contained in this book, the author admonishes:

"Never overcomplicate your project with processes that aren't needed; if there are two ways to approach a project issue that are equally effective, always choose the simplest one."[4]

Now that is good advice.

Introduction  Introduction

3. Kendrick, T., A Project Manager's Guide, Results without Authority, p2
4. Ibid, p3
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