Showing posts with label books. Show all posts
Showing posts with label books. Show all posts

Monday, March 18, 2019

Against the Gods -- a review



"Against the Gods, The remarkable story of Risk" by Peter L. Bernstein is an excellent read and ambitious premise well delivered.

Perhaps the best general history of risk -- and presentation of the major concepts of risk -- that is understandable by all practitioners at any level.

The content is presented in a general historical order in major sections by epoch. The first being from the ancients to 1200, then the middle ages and Renaissance. Finally, then into the industrial revolution, and modern era.

Along the way, Bernstein recounts not only the emerging understanding of risk per se, but also the allied concepts of counting, numbers, chance, and of course, business management.

No math! (Almost no math)
There is not much math or statistics to trip up the qualitative mind! (Yea for that) But, the presentation of the evolution of our understanding of chance introduces many of the main characters and demonstrates their contributions with just enough math/quantitative examples to make it interesting.

Mystical and Divine... pressing on!
Much of this material describes the period 1700 - 1900 when much of the modern underpinnings of chance, probability, and statistics were developed and made understandable to the general business population. We learn, for instance, that it was in this period that the notion of risk in the modern sense emerged from the mystical and divine to the cause-effect concept.

While the parallel developments of mathematics, business practises--like insurance--and a math/cause-effect foundation for risk are presented with a storyteller's gift, I found Bernstein's recounting of the ideas that developed after 1900 to be the most interesting and insightful.

Along comes the psychologists
Of course, the story in this book ends just about the time that the ideas of Amos Trversky and Daniel Kahneman, first developed in the 1970's, are gaining popular acclaim in the 90's. Thus, in this part of the book we get a great explanation of the expansion of utility theory first developed in the 1700's but advanced into Prospect Theory by Tversky and Kahneman.

There is also excellent explanations of various biases and other cognitive maladies that intrude on the rational and objective. We learn a good deal about the failure of invariance--the idea that same manager can be risk averse and risk seeking depending on not only the point of view presented (glass half full/half empty) but also whether there is a sure loss or a sure win at stake.

Someone else likes it
Bernstein's expertise is in the financial world. John Kenneth Galbraith wrote of "Against the Gods": "Nothing like it will come out of the financial world this year or ever. I speak carefully; no one should miss it".




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Sunday, September 3, 2017

Myths and mystics


In the awesome book "Sapiens", author Yuval Harari posits three revolutions for mankind, the first of which is the "cognitive revolution" which he dates from about 70,000 years ago.

What's really important about the advent of cognition is that h.sapiens developed the ability to imagine the non-existent -- that is, the stuff that has no physical reality. Harari more or less calls all that stuff "myths".

Myths require:
  • Someone to imagine them; and 
  • Someone to sell them to the uninformed; and 
  • The uninformed have to become believers and users and maintainers
In project parlance, myths require:
  • A visionary
  • A sales and marketing strategy
  • Managers, practitioners, and users
 A marketing guy I worked with many years ago, long before Harari wrote his book, instructed me in the art of myth-making, the value of being mystic, and the value of encapsulation so that others couldn't see the sausage being made.

My marketing mentor asserted that myth was a force multiplier, adding power and influence. I agree. Just look around at the 'trapping' that attend power--some call it the arrogance of power .... all intended to multiply that power.

Not arrogant? Not powerful.

But in the competitive project space, myths attend competitors -- are they really 10 feet tall, and should we go up against them, or not?

There is a larger consequence, however, that I found fascinating in Harari's telling of the cognitive revolution:
  • Cognition of non-real things, like organization and social structure, behavior norms, and beliefs -- even if not realizable, enabled large scale socialization among strangers and mechanisms of command and control that extends far beyond any personal relationship.
  • Harari asserts that one person can have personal effective interaction with up to 150 people. Up to that limit, organizations can be totally flat, informal, almost structureless. To get beyond the 150 limit, you need myths and mythology that enable the unreal.
  • With myths, you can have world-wide religious beliefs, large corporations, continental governments, etc. 
  • Thus, societies, and to a lesser extent, projects can scale almost limitlessly44
What a concept! Myths -- you've got to love it!
 


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Friday, June 16, 2017

Algorithms to live by


Have you read this book?
It's a must read. 
 
It's a different take than Tversky and Kahneman which is summarized in Kahneman's book "Thinking fast and Slow", another must read. 
 
When to stop looking?
Staffing up? Going through a bunch of resumes or applicant interviews or some such -- however you do it these days?
When do you stop looking?
Is there any computer science behind the optimum search or sample size?
 
This problem, which faces most PMs sometime in the project life cycle, is the first algorithm that is described by authors Christian and Griffiths.
 
And, the answer is: Yes, there is computer science on this topic. But no, you have to read the book!
 
And, many others
There are several algorithms -- chiefly those that apply to management and managers -- developed in the book, so the optimum stopping is only one.
 
Another fascinating one is optimum sorting and affinity grouping which every brainstorming sessions goes through
 
And another is about exploring vs exploiting -- sort of a take on risk management.

Give it a read



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Tuesday, May 2, 2017

Every reader is an individual


Sometimes we lose sight of individuals in the never ending grasp for the big picture. So, it is nice to be able to thank Peter H. for his compliment. So often, the annual statement from the publisher is "lifeless" -- though the check is nice.
I read your book Project Management the Agile Way : Making it Work in the Enterprise. It is great.
Peter H.
Project Manager in retail,store and payment system implementation.
Shanghai Suburb, China

And, did I mention the book is out in a second edition. Same title -- almost. The publisher added "second edition" to the subtitle.

To all the other many readers, thanks for making the book a success!
 


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Sunday, February 7, 2016

Math problems







Want some more keen insights like that one?
Try this:




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Thursday, January 14, 2016

Managing project value


I'm always appreciative of someone who'll evaluate what I've written, and especially on Amazon about my book -- cover photo below -- re "Managing Project Value". One reader's quote:
"The goal of everyone should be to add more value than they absorb. [The author] applies this notion to projects undertaken in an organizational setting and has written this compact but comprehensive book - a tour de force on all things project and all things organizational.....
The book was quite educational, and rewarding for us old project managers who have been vaguely wondering how all these sources of wisdom we were exposed to over the years all played together to net advantage for project managers, their projects, and their organizations..... "

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Monday, November 2, 2015

Hey! It's here .. a new book on Agile


It's here!
Or, at least it's in your favorite online bookseller's store

The SECOND EDITION of my book: "Project Management the Agile Way; making it work in the enterprise, 2nd edition"


How is second edition different? Let me count the ways:
  • Each chapter is now modular, with module objectives, and support for each objective in the module (Oh!, value delivered with every module... that sounds Agile!)
  • Each module ends with a "discussion for critical thinking" You can't write all this stuff down, but you can think -- for yourself -- about it. Want to know how I would think about these discussions? There's a discussion guide on-line at the publisher... instructions for access are given in the book
  • New white papers support and expand the book's text. Again, these are on the publisher's website
  • New chapters in the book, specifically on "Agile in the waterfall" and "Transitioning to Agile"
Did I mention the Table of Contents?


Need an order form? I thought you might. I just happen to have one:





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Tuesday, October 27, 2015

Adopting agile



To succeed with agile, management’s need for results must be greater than their need for control. —Israel Gat, formerly of BMC Software*

This statement is so profound, I should have used it to drive Chapter 12 in my forth-coming book "Project Management the Agile Way: Making it work in the enterprise" Second Edition.









*Source: Originally quoted by Dean Leffingwell in "Agile Software Requirements", Chapter 22.




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Wednesday, September 16, 2015

The book of Teams for Portfolio and PEO


I'm willing to bet that every PEO (program executive officer) in the Pentagon has read General McChrystal's book*, titled "Team of Teams". This book is this year's book on teamwork for the big dogs: PEO's, portfolio managers, and large scale program managers.



Obviously, it's written in a pseudo-military context, covering mostly McChrystal's time in Iraq as the senior special forces commander, but the lessons are easily ported to the civilian domain of large scale projects and business or agency endeavors.

What's in it for program managers and portfolio leaders
The big takeaways are given by the title of the book:
  • The payoff and advantages of teams at small scale -- shared commitment, speed, and collaboration to achieve mission and goal -- are obtainable at large scale
  • By corollary, reduction-style organization (or "reductionism" in McChrystal's vernacular) -- by which is meant hierarchical work breakdown with parallel breakdown of management tasks -- is too slow and too myopic, and too prone to suboptimizing for tactical advantage
  • Networks replace hierarchies; senior management and middle management are all nodes on a common network.
  • As in all networks, multi-lateralism replaces stove-piped escalation.
  • There is network access to decision-making data
  • Complexity is a world onto itself; complexity is a lot more than complicated, because complex systems and situations defy exact forecasting and understanding
For McChrystal, and especially in a context of time-sensitive opportunities, the first point (dare I say 'first bullet'?) is the main point: it's really speed of decision-making and deployment, made possible by breadth of collaboration.

You can't get rid of some stovepipes
One thing he says that struck me is that no matter how extensive a network, at some point it comes up against the boundary of another network or a stovepipe which is not transparent. Then what?

His solution is to send someone into the other camp to be a emissary and collaborator. In the world of States, we call these people ambassadors. The concept is applicable to stovepipes and other management challenges.

ToT is not a new idea, but McChrystal's insights are worthy
In all the project management books I've written over the past 15 years, I've extolled the advantages of teams of teams, though my experiences are small set beside McChrystal's. So, in some ways, I'm a very sympathetic reader of what McC has to say:
  • ToT is not efficient and not inherently lean. Teams overlap; teams have redundant staff and materials; a lot of the network communication is not useful to many who hear it. Reduction style management is F.W. Taylor's management science: everything lean to the point of no excess cost anywhere. But Taylor was not a team guy! (Attention: agile planners. Agile is not particularly efficient either)
  • Reduction style plans are fragile: subject to breakdown in supply and timetables, and require expensive re-work when things go awry (who's not heard: plans are the first casualty of reality?). But.... such plans can be the best way to do something if only all the risk factors would go away.
  • Complexity is non-linear and may be all but unbounded: Nobody has ever calculated how many game of chess there are. "By the third move, the number of possibilities has risen to 121 million. Within 20 moves, it is more than likely you are playing a game that has never been played before"
  • Big data won't save us: Ooops! did McC not get the memo? Big D is the answer to everything. Well, except for the complexity thing. Just ask the climate people to predict the weather. But, the antidote, by McC's reckoning, is to time-box or pin things to a horizon.  Just handle the data and complexity " ... over a given time frame."
  • "Prediction is not the only way to confront threats; developing resilience, learning how to reconfigure to confront the unknown, is a much more effective way to respond to a complex environment."



* Written with Tantum Collins, David Silverman, and Chris Fussell,

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Sunday, August 2, 2015

2nd Edition -- later this year for sure!


Hey! the 2nd edition is coming later this year, certainly before the snow flies too deeply (somewhere, but not here: I live in Florida, USA)
  •  There's all new content in chapters 4 and 12 about "agile in the waterfall" and transitioning to agile in an enterprise context
  • Of course, there's familiar content from the first edition, spruced up a bit with lessons learned, and made even more relevant to the enterprise context
  •  And, the book's architecture has been restructured to look more like an agile project to facilitate learning and teaching: each chapter is like a release; each chapter is divided into modules -- like a sprint; and each module is a useful deliverable. 
The 1st edition made the list of best books on agile two years in row. I'm grateful for all the readers who voted for the book, and of course I'm most grateful for all the readers who bought the book and made it possible to update and issue the 2nd edition.





Read in the library at Square Peg Consulting about these books I've written
Buy them at any online book retailer!
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Monday, May 25, 2015

Project management the Agile way


Here's a question I address in my book: "Project Management the Agile Way:Making it work in the enterprise"

Why plan, why schedule? Indeed, the question might even be: Why estimate? It’s all going to change anyway.

The answer is quite clear:

If there are no plans, any outcome is acceptable; if there are no plans, there is nothing to estimate; without estimates, there is no reason to measure. Without measurements, there will be no benchmarks, no improvement, and no answer to the questions of where are we? and what are we doing?
In fact, without a plan, anywhere and anything will do.

Read in the library at Square Peg Consulting about these books I've written
Buy them at any online book retailer!
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Sunday, April 28, 2013

Book review for Maximizing Project Value


Shim Marom, who blogs at quantmleap.com, recently reviewed my latest book "Maximizing Project Value".

And, Glen Alleman has a "first look" review as well.

Every author is grateful for a critical review, and I'm no different. You'll find not only a review of my book, but thoughtful reviews of a number of books at quantmleap.com.

Of course, in keeping with the state of the art in the book business, you can get this book in paper, Kindle, and google ebook format.



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Friday, January 4, 2013

2012 Books -- and more


It seems everyone has their book lists of favorite reads for 2012. Here is one, and here is another

And, of course, I've got mine.
I want to lead off with this one that gives great insight into decision and discovery under conditions of uncertainty (the title says it all):
"The theory that would not die: how bayes’ rule cracked the enigma code, hunted down russian submarines, and emerged triumphant from two centuries of controversy" by Sharon Bertsch Mcgrayne

Here's another one from Kahneman about cognitive skills, thinking processes, and cognitive bias: "Thinking, fast and slow" by Daniel Kahneman

This may be the one best book on change management: "Leading Change" by John P. Kotter

For the agile manager and practitioner, this is a thorough treatment of the subject matter. It gives good advice for bost tester and test manager: "Agile Testing" by Lisa Crispin and Janet Gregory

Leffingwell is one of the two best authors in the agile business (Mike Cohn is the other). Here's Leffingwell waxing on requirements: "Agile Software Requirements Lean Requirements Practices for Teams, Programs, and the Enterprise" by Dean Leffingwell

You don't find this one on too many PM lists, but if you engage in competive bidding and proposal gamesmanship, give this a read: "Game theory 101; the basics" by William Spaniel

And, for a change of pace, but nontheless full of lessons for managers, architects, and system engineers, read: "The revenge of geography" by Robert Kaplan. This is a geopolitical book but replete with many examples of boundary strategies, culture impediments and impacts, and architecture strategies that affect projects.

Some recommended links I fell onto in 2012:
For the agile practitioner going for their PMI ACP: click here for a handy ppt explanation of the whole thing, plus some good test questions

For the top 20 ways to fail at agile and avoid success, check out this handy reference.

If you are a scheduling person looking for guidance, here's a pretty robust list. of scheduling guidebooks.

And, one for the risk experts among us, here's one from Matthew Squair on why everything you know about risk is wrong (or is it?)

Something new
And, one from your favorite author -- yours truly -- click here to see what's coming in 2013.

Something not as new
Click here to see other books I've written