Most of the time readers neglect the introduction, but here it is important because the book’s main concepts are very well explained in just a few pages, for example, the importance of philosophy on the project manager’s mindset. The book is divided into 12 chapters.
Chapter 2, “Traditional Mindset,” discusses how traditional thought is concerned with assumptions that are destructive to all companies (and the reader, too). The chapter explains stoicism, the development of self-control and courage as a means of eliminating destructive emotions; Taoism, a philosophical and religious tradition that emphasizes a life in harmony; and sales, expressing that every project manager should be a salesperson who connects the manufacturer to the consumer. There are many practical examples of how to restructure mindsets and turn project managers into better professionals and people. Stoicism, Taoism, and sales are in a complete relationship with project management, and this theme appears in every chapter of the book.
Chapter 3, “Entrepreneurial Mindset,” discusses the five actions for successful entrepreneurial project management and the difference between fixed and growth mindsets. It is important to consider that all the techniques shown in this chapter are immediately applicable. According to the author, this chapter is the core of the book.
Chapter 4 deals with common mistakes and how to avoid them, as well as concepts such as followership, leadership, and organizational strategy. Chapter 5 talks about how to exploit challenges. Chapter 6, “Entrepreneurial Agile Management,” takes a different approach to agile development, discussing Michael Michalko’s S.C.A.M.P.E.R. method. Chapter 7 is about pessimism and optimism. Its main point is that thinking negatively can bring excellent results in an optimistic way.
Chapter 8, “80/20 Technique,” discusses the Pareto principle and some applications of datasets and Pareto charts. Chapter 9, “Internalize Failure and Success,” is about self-awareness and decision making. Chapter 10, “Speaking and Influencing,” talks about public speaking and influencing the project manager’s team.
Chapter 11, “It Is What It Is Not,” discusses situations that are not black and white. For example, the author explains how two people can look at the same situation and come to different conclusions. Chapter 12, “Giving Back,” provides examples that will help readers understand that the first point is giving back--when there is happiness, this impacts everyone.
This is definitely an unusual book that will change minds. It is extremely rare to read so many techniques and tips around project management without touching directly on project management. I recommend this book to project managers, plant managers, and managerial or supervisory professionals. I also recommend it to human resources (HR) personnel and students. It will give readers a big return on their investment.
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