First Impressions
In comparing the two books side-by-side, the first thing we notice is that even though they both have the same foot print, '03 is twice the thickness of '76. However, due to increased paper weight, offset slightly by tighter page usage, the actual increase in content is closer to 50%. The second thing we notice is that '03 represents a substantial rewrite of the original '76 with several new chapters added as well as material added and deleted from the others.
Comparison of Chapter Headings
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Third Edition, 2003
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First Edition, 1976
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| 1. |
Executive Overview |
1. |
Program & PM in Industry & Government |
| 2. |
Programs & Projects |
2. |
Programs & Projects |
| 3. |
Improving PM Capabilities |
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|
| 4. |
Integrative Roles in PM |
3. |
The Program/Project Manager |
| 5. |
Integrative and Predictive Project Planning & Control |
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| 6. |
Project Team & Key Human Aspects |
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| 7. |
Organizing the PM Function & Office |
5. |
Organizing the Program/PM Function |
| 8. |
Managing Project Portfolios, Programs & Multiple Projects |
4. |
Multi-project Management |
| 9. |
Organizing the Individual Project Office & Project Team |
6. |
Organizing the Project Office & Project Team |
| 10. |
Planning & Initiating Projects |
7. |
Planning the Project
|
| 11. |
Project Team Planning & Project Start-Up |
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| 12. |
Authorizing & controlling the Work, Schedule, & Costs |
8. |
Controlling the Work, Schedule & Costs |
| 13. |
Project Interface Management |
|
|
| 14. |
Evaluating, Directing, & Closing Out the Project |
9. |
Evaluating & Directing the Project |
| |
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10. |
Project Close-Out or Extension |
Another indicator is the relative size of the bibliographies. No doubt today there is a much greater volume of resource material on which to draw and this is reflected in the sizes of the two bibliographies. The '76 mustered around 70 entries compared to '03 with 120 entries - a substantial increase. Interestingly, this has had an impact on the writing of the book, on which we will touch later. As before the latest book is packed with good advice directed, as the title indicates, towards High-tech projects. However, much is of value to other types of project as well.
For us, one of the most attractive features is almost incidental, and that is the periodic sidebar entries titled "CEO Demands". These boxes list specific items: "What CEOs Must Demand" to accomplish the results suggested in the associated text. If adopted, these demands would establish a clear and positive environment for the conduct of successful projects.
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Introduction
