Book Structure
Aside from the Introduction, this book consists of only six chapters divided into two parts of three chapters each. The contents are as follows:
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Introduction
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Part I - WHY MOST COMPANIES ONLY PARTIALLY ACHIEVE THEIR STRATEGIES
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1.
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Organizational Evolution and the Challenges of Strategy Execution
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2.
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Evidence of the Neglect of Project Management
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3.
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Why So Many Strategic Initiatives Have Failed
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Part II - THE BENEFITS AND METHODS OF BECOMING FOCUSED
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4.
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How Companies Can FOCUS
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5.
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A Six-Pillar Framework for Becoming a Focused Organization
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6.
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How to Implement a Focused Organization
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Case Study: The Evolution of Spare Parts Benny, Inc.
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Bibliography
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The background of the author is in business administration and that includes a significant interest in information technology. That is where most projects are to be found to day, relatively short though they are, but nonetheless complex and expensive. It is also, sad to say, where project failures appear to be most prevalent. According to Antonio's research, one of the biggest problems is a failure to connect corporate strategy with strategy execution, that is, with relevant
projects.
Indeed, some of Antonio's findings are startling. Even though the number and complexity of projects has increased over the years, project portfolio management in particular, has not been recognized as a discipline. Even project management has not exactly been a priority amongst business leaders and academics alike. Given the trend to more projects in the business world, increased competition and a global market place, this needs to change. This book examines the conflict between "run-the-business" (operations) and "change-the-business" (projects), the optimum balance of resources between the two, and how best to move forward.
This book is very well written in short digestible paragraphs containing sentences that state the author's thoughts in phrases that are sharp and to the point. Where these thoughts require amplification through multiple examples, these are presented in bulleted or numbered lists. This strategy enables the book to be read not only as a continuum that is easy to read, but also used as a reference guide for those wishing to adopt the book's recommendations. And points there are many because project management, poorly recognized as it is at many upper management levels, is a highly complex subject.
The book has a total of 241 pages, including 42 explanatory figures and tables. It ends with a fascinating case study that describes the management history of a company by taking the reader through the evolving world of business management as well as the economic ups and downs from 1913 to around 2000. It is a long narrative covering 39 pages, but is worth a close reading for its historical instruction, famous names in the management world and, of course, exemplifying the challenges and lessons described in the book.
Antonio's book does not include a Glossary of Project Management Terms.
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Introduction
