This book is a must-read for anyone involved in project management. It takes an innovative and fresh look at what happens when the, accepted rules and processes of project management cannot be applied to a project owing to urgent and/or unexpected circumstances.
The book takes a seemingly straightforward problem that any project manager could deal with, breaks it down into its component parts, explains difficulties and offers solutions. Then it puts the problem back together again before presenting the 12 cases in a new light given the book’s learning points. It is aimed at experienced project managers and those involved in projects as sponsors, stakeholders, planners, team members, contractors and so on, who may find themselves in a position that requires them to act “outside the bubble”. It is also a good learning tool for students embarking on a business career.
Stephen Wearne and Keith White-Hunt cite 12 varied cases which were diverse in nature but required an urgent and/or unexpected managerial response for protection against unexpected sudden physical or business threat, or to restore a severely damaged asset.
The authors give clear and concise explanation as to what is meant by “urgent” and “unexpected” then move on to explore how unique circumstances can demand change and adaptation of conventional day-to-day project management.
They bring together their extensive experience in management and project management in both the business and civil sector, explaining clearly the managerial differences involved if work is unexpected, its implementation is urgent and an immediate start is required. The normal rules of discussion, research and committee, check, re-check, report and discuss have to be put to one side and are replaced by more direct, almost military command structure if targets are to be met. Certain balances, however, still have to be achieved for instance, despite urgency or unexpectedness, costs cannot be allowed to spiral out of control. The authors go into great detail on this and other pertinent factors.
This turns out to be a complex and in-depth subject, but is clearly explained by the use of written description, diagrams, tables and charts to assist the reader, each medium complementing and reinforcing the point in question. By using the 12 cases throughout to illustrate their observations, the authors provide a thread of reference which ensures the reader never gets lost.
In the preface the authors state “It’s not possible to know who should learn these lessons in order to be prepared”. They go on later in the book to suggest that it is not practical to train people in a discipline that might never be used, and continually make a distinct separation and delineation between this type of project management and the day-to-day version. Of course that is the main thrust of the book. However, an opportunity is missed to explore the adaptation of training not only to be beneficial in day-to-day project management, but also to create a foundation which could be applied immediately should urgent and/or unexpected circumstances arise.
Quite rightly the authors provide a clear explanation of roles, criticalities and other aspects of the subject, and identify several crucial elements fundamental to success of the project for instance; decision making, audit trail/log of decisions, communication, threat and risk, management structure. But all of these disciplines are already established as trainable subjects and are not exclusive to as well as urgent and/or unexpected project management. Surely, based on the analyses of risk mitigation that are detailed so clearly in this book, training needs can be identified that will be pertinent to an organisation and so offer a good return. Perhaps that is the subject next book in the series.
That said, this is a well-constructed and well-delivered book on what could be a very dry subject. The concluding chapter summarises the book well and raises a number of questions some organisations should be addressing. As a reference book, content and index listings allow for simple cross-referencing and checking. The 12 cases are comprehensively presented and are themselves a great learning tool.
This book offers convincing evidence that, in these days of the unexpected and the urgent, there is a need for project managers to be trained and schooled in this discipline.
