Downside
This book is written to a high intellectual standard, probably most suited to its intended audience, namely senior corporate management. While most sentences are of reasonable length, hence making their respective messages most forceful, the text on the other hand contains many paragraphs that are unreasonably long.[21] As a result, pages that have no illustrations of any sort, and together with a relatively small font, all make for an appearance of "heavy reading". Indeed, reading more than three such pages in a row frequently sent me to sleep,[22] not from boredom but from failure to assimilate.
I understand that the editor no doubt faced a significant challenge in cramming the whole copy into the book's 300+ pages. But discouraging the reader by squeezing the text on every page is not the way to do it. It seems to me that in the spirit of the rest of the book, GAP 6: Project Leadership should really be all about appropriately managing the existence of projects from the upper levels of management, i.e., Leadership of Projects.
Moreover, GAP 6, consisting of three chapters, is by far the largest amongst all the GAPs. In any case the subject of Leadership is well traveled in the project management literature. So from a practical standpoint, it might have been better to publish GAP 6 as a separate book.
This book does not have a Glossary of terms. Considering it is all about reaching a "Common Understanding" between the two levels of project and executive sponsorship, and further that these two levels essentially communicate in two different business languages, then a Glossary of Terms would appear almost imperative.
21. See Author's Presentation Guide at www.maxwideman.com/issacons4/iac1453/sld001.htm***, in particular, Page*nbsp;7 that presents the "Wideman 3‑4‑5 Principle".
22. Confession: At age 93, this is a consequence perhaps not surprising.
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What We Liked - In Particular
