Project Management for Dummies by Stanley E. Portny
The "Dummies Series" book, Project Management for Dummies, by Stanley E. Portny (Wiley Publishing, Inc., 2001), is, in my opinion, a relatively easy-to-read (although also somewhat structurally fragmented in places), step-by-step "how-to" book, for either current or prospective project managers, with or without experience. In life, every individual has projects to complete - usually a never-ending series of them, in fact, and often more than one project to complete simultaneously. One's projects may be personal or professional; voluntary or required. They may be for our selves alone; for friends or family; for churches, clubs, or communities; special events; or for colleagues; companies, or employers.
As the author concurs, in his "Introduction" to the text:
Projects have been around since ancient times. Noah built the ark, Leonardo da Vinci painted the Mona
Lisa, Jonas Salk developed the polio vaccine -- all projects. . . . Why then, is the topic of project management suddenly of such great interest today? The answer is simple. The audience has changed and the stakes are higher. (p. 1)
Management projects in particular, however, as Portny also points out, within Chapter 1, must meet three key criteria; they must have (1) "Specific outcomes";(2) "Definite start and end dates," and (3) Established budgets" (p. 10). Further, as that chapter mentions, project management "includes three basic operations" (p. 12), which are: (1)planning; (2)organizing; and (3) control (Portny).
In management today, for managers at all levels, completing projects; meeting project goals; and meeting project deadlines, are more important, as skills, aptitudes, and professional achievements, than ever before, especially within today's super competitive business environment. As Portny also states at the outset: "Successful organizations create projects that produce desired results in established timeframes with assigned resources" (p. 9). Clearly, those who can successfully, skillfully, and within budgets and deadlines complete projects have an advantage over those who cannot.
Many suddenly find themselves project managers, not by choice, but due to either changed or expanded job descriptions or expectations, or just plain company need. Increasingly, project management has increasingly become a ticket to job promotion and career advancement (or not).
Moreover, if one has no previous formal training in project management, one may need to simply learn such skills...
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