DownsideThe
following are relative minor issues but, we think, are worth mentioning. Chapter
1 starts out by saying (in part):[12]
"This chapter will provide readers the knowledge or ability
to: - Understand the similarities and differences between PRINCE2 (P2)
and the Effective Complex Project Management (ECPM) Frameworks."
That
all sounds well and good until you suddenly start asking: "What
exactly does 'ECPM' stand for in the first place,
and what does it mean
in practice?"
Well, it turns out that "Effective Complex Project
Management" is a term for a process encompassing "An Adaptive Agile Framework
for Delivering Business Value". This process was introduced by Robert Wynsocki
himself in a publication of those names, back in 2014. So, it appears that if
you want to fully understand the contents of this book, you have to buy another
book as well — and read and understand that, too. Chapter 5 —
Preparing the Business Case: This includes a section titled "Starting Up a P2 LEAN
Project"[13] and includes a simple diagram
showing just three processes involved in Generating the Business Case.[14]
These processes are (1) Appoint the Project Executive;[15]
(2) Capture Previous Lessons;[16]
and (3) Prepare the Business Case. The section then goes on to describe seven
rather mundane items of organizational content, none of which mention the extent
of the financial commitment anticipated, and the corresponding benefits to be
expected. In other words: "Is the project worth doing and, if not, cancel it right
now to avoid any further wasted expenditure!" But to be fair, a subsequent section
does describe the P2 LEAN Business Case as typically including, among other
basic things:[17] - A financial
analysis comparing alternative project ideas;
- A prioritization of the
alternative project ideas; and
- The incremental business value that will[18]
result.
Chapter 6 describes the P2 LEAN approach to "Creating
the Project Product Description". This includes "Drafting the P2 LEAN Project
Brief" that in turn includes a section titled "Problem/Opportunity Statement".[19]
Some readers will no doubt find some disappointment here — not because of
the book, but because of what the methodology, rightly, sets out to do. The
section states: "A well-defined need, and a clear solution path
to meet that need of a want, define a project that the traditionalist expects.
[However,] A rather vague idea of a want, coupled with a vague idea of how it
will be satisfied, defines a P2 LEAN Project that complex Project Co-Managers
expect."
The section goes on to say:[20]
"The problem or opportunity that this project is going to respond
to must already be recognized by the organization as a legitimate problem or opportunity
that must be attended to. If anyone in the organization were asked about it, he
or she would surely answer: 'You bet it is, and we need to do something about
it.' In other words, it is not something that needs a defense. It stands on its
own merits. Furthermore, the problem or opportunity statement must be expressed
in terms that anyone in the organization who would have reason to read the statement
could understand without need for further explanation."
12.
Ibid, p3
13. Ibid, p90
14. Ibid,
p91
15. In other words, the Project Manager and any deputy
and co-managers that may be necessary for a very large project.
16.
Capturing previous lessons learned is an important step too frequently overlooked
in more traditional projects.
17. Ibid, p93.
18.
Or rather "should result".
19. Ibid, p125
20. Ibid.
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