General Management Issues

Thursday, 16 July 2015 13:39

SPIN Selling

SPIN Selling

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Author:Neil Rackham
Publisher: McGraw-Hill Education
Released: May 1988
Type: Softcover
Pages: 197
ISBN:978-0201835953

Every project manager and business analyst should read this book. Ignore the implication of the title, which is just an acronym for a process, and dive in to what the customers real problem is that you are trying to solve. This will change your project deliverable to the most value they have ever received.

Written by Neil Rackham, former president and founder of Huthwaite corporation, SPIN Selling is essential reading for anyone involved in selling or managing a sales force. Unquestionably the best-documented account of sales success ever collected and the result of the Huthwaite corporation's massive 12-year, $1-million dollar research into effective sales performance, this groundbreaking resource details the revolutionary SPIN (Situation, Problem, Implication, Need-payoff) strategy.

Switch: How to Change Things When Change Is Hard

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Author:Chip Heath
Publisher: Crown Business
Released: February 2010
Type: Hardcover
Pages: 320
ISBN:978-0201835953

Projects drive change and you need to get people to switch to that change to make your project successful. Switch is a great book on how to help make that happen.

Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives?

Sunday, 31 October 2010 00:00

The Dearth of Competent Middle Management

It happens hundreds of times a day around the world, the CIO calls an urgent IT Management Committee meeting. She has heard that one of the projects in the portfolio, a seemingly simple project doing a routine upgrade, is projecting a 20 percent cost overrun and will be three months late. How can a project go that far off track since the last week's executive team meeting? Managers scramble to get their stories straight, determine who to blame, form opinions and alibis, and pummel the project manager for failing to manage the project correctly, even though he has been saying the project is in trouble for months. The project has drifted from its initial intent and now the ultimate goal is to find someone to blame.

Sunday, 28 March 2010 00:00

Is Process The Problem?

Check list picture

For years, project failure rates have been ridiculous. Various groups have published statistics showing troubled or failing project rates range from forty to eighty percent. People have asked time and again the primary reason for project failure and I repeat the same list so many have already stated—poor management, inadequate understanding of the goals, miserable communication, the list continues. However, I have discovered one problem common to every project I have recovered that I think is core to many of these generic observations.

Sunday, 14 November 2010 00:00

The Information Technology Audit

A picture of a Subway Sandwich Shop

The project was out of control. Within a two-week span, the project manager reported a slide of at least six months. To put the postponement in perspective, the original project plan was a total of nine months. Accusations came from everywhere. The customer complained about the project manager, requirements analysts were frustrated with the customer, the project manager was pushing on his leads to close requirements gathering, there was infighting within the team, and management did fnot know whom to believe. The organization was in mayhem and the only solution was to hire an external auditor to sort out the facts.

Published in Health Checks & Audits
Sunday, 06 March 2011 00:00

Leadership and Project Management

The Nine Traits of a Leader: charisma, individual consideration, intellectual stimulation, courage, dependability, flexibility, integrity, judgment, and respect for others

"I just want to be a project manager. I don't want all that responsibility." The room was silent, save a few exasperated sighs. We all looked around trying to figure out how we would handle the comment. However, there are many levels of project management maturity and only the highest levels require leadership. In fact, the prominent certification process—PMI's PMP®—has little to do with leadership until 2015. So where do we learn about leadership and how can we improve our leadership skills?

Page 6 of 6

Filling Execution Gaps

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