Item description for Napoleon on Project Management: Timeless Lessons in Planning, Execution, and Leadership by Jerry Manas...
Overview What is it about Napoleon Bonaparte that has led recognized leaders such as General George S. Patton to study his principles-and countless books on management and leadership to quote his maxims? What lessons can today's project managers and leaders learn from Napoleon's successes and failures? Napoleon on Project Managment explores the key principles behind Napoleon's successes, the triggers that led to his downfall, and the lessons to be learned from him ultimate demise-and applies these lessons to modern-day project management and leadership at all levels.
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Studio: Thomas Nelson
Est. Packaging Dimensions: Length: 8.3" Width: 5.5" Height: 1.2" Weight: 0.85 lbs.
Release Date Apr 30, 2006
Publisher Thomas Nelson
ISBN 078521285X ISBN13 9780785212850
Availability 0 units.
More About Jerry Manas
A certified Project Management Professional, Jerry Manas has provided project management, team building, training, and product development services to the Information Technology sector for international Fortune 500 companies. He and his teams have received awards for numerous projects, including a global Y2K conversion project as well as acquisition and divestiture projects. He also contributed his leadership expertise to a multi-national Euro Currency Conversion Project.
Manas is on the Board of Directors for PMI's Aerospace and Defense Specific Interest Group (SIG), is co-founder of PMThink! Project Management Thought Leadership (www.pmthink.com), and is a contributor to several of PMI's international standards, including the Organizational Project Management Maturity Model (OPM3) and the upcoming standards for program and portfolio management.
Reviews - What do customers think about Napoleon on Project Management: Timeless Lessons in Planning, Execution, and Leadership?
Nice to see the human side Jan 26, 2007
As other reviewers have mentioned, the references that Manas cites and the summaries at the end of each chapter make this book a helpful reference.
As someone who helps program managers with the human side of technology implementation, I found his discussion of the human side of project managment much more complete than is generally the case. Manas includes suggestions of simple tools such as RACI to align roles and responsibilities and SMART to ensure that vision and objectives are Specific, Measureable, Aligned, Realistic and Time-bound. On a less tactical level he adds reminders of important human change elements such as the need to create an emotional link to the purpose to motivate people to make a change. Also, he discusses the importance of stating an incredibly clear business case for a project.
I appreciated his attention to linking the lessons from history to our current business context. As an example, in the discussion of cost cutting, the author reminds us of the difference between cutting for strategic management versus shareholder appeasement. It is all too easy to lose sight of these fundamentals in the midst of the next "urgent" project proposal.
I am in no way related to the author. I highly recommend this book.
Ariel Blair Thought Catalysts [...]
Manas' Napolean book is great for a wide range of PM audiences Dec 18, 2006
This Summer we read Jerry Manas' book, Napoleon on Project Management; Timeless Lessons in Planning, Execution and Leadership, but have not had the time to post our review of it. So here goes. Napoleon on Project Management continues an industry thread of great reads with useful information for Project Managers. Given that most of today's most effective Project and Program Managers are Renaissance Women and Men, it makes great sense to Learn Lessons from history, literature, and all the other resources available to us beyond just our practice publications. And what better way to add to your Executive point-of-view than to learn from arguably the most effective Executive of the 1800's!
What I Liked As a history enthusiast, I especially appreciate the extent of research Manas put into this book. For example, he not only pointed out nuances in Napoleon's leadership style, he reported stories of how he used that style to gain the confidence of his troops. Then Manas establishes the connection between each of these stories and the lessons today's Project Managers can apply from them.
Blow-by-Blow Part 1: Rise To Power. I felt like it started slow. I had trouble figuring out the structure or direction. I finally decided Manas was laying the groundwork for what was to come. Even after I finished the book, I went back, wondering if my pick-it-up-and-read-a-bit approach was to blame. That was, in fact, part of the problem.
Part 2 started strong. The Six Winning Principles gave this section the sense of structure I was looking for in section 1. This is the heart of the book, and each chapter went over one of the Six Winning Principles with allegory, detailed steps for fulfilling the Principle, and projections into today's application.
Part 3: The Downfall introduced Four Critical Warning Signs. Each Warning Sign breaks down into components that are evident in many of today's projects.
Tee-ups: Each Chapter selected a transferable theme, explored Napoleon's application of an insight or tool, and then usually applied that learning to today's projects and Project Managers.
Executive Summary and Marching Orders: Each chapter ended with a list of the key learnings in that chapter. This was especially useful for going back to find where certain innovations (such as Critical Chain) were mentioned. There was no index, probably due to page count limitations.
External Resources: Manas has extensive references to other books and resources. Unlike some authors, most of the references are not to his own works. If I had followed each cite to delve into how it supported the point the author was making, I still would not be finished with the book. This was mostly a strength, although sometimes it disrupted the flow of the storyline.
Innovations: Manas has Napoleon inventing, or at least establishing as prior art, many of todays PM tools and toys. Everything from Earned Value Management, to Goldratt's Critical Chain, to Portfolio Prioritization and Resources Allocation, and many others. Geez, if I didn't know better, I'd suspect Jerry Manas to be Bonaparte reincarnated, trying to get credit where it is due.
Audience: This book has a wide-ranging potential audience. However, practicing Project Managers will appreciate more of the insights and comparisons than most others. Executives can gain from the perspective of Napoleon as a leadership model as well as a hard-charging CEO. The book could probably work well in the classroom, given the effective debriefing at the end of each chapter.
Disappointment: It is not the book's fault, but I was saddened to recall the details about Napoleon's final Project Closure. I'd forgotten that part from my Jr. High School history classes, and I grew an attachment to the man through Manas's stories. I think Jerry Manas did as well.
Rating of this book (4.5 out of 5--I rounded up)-- Stacy A. Goff, PMP
Solid, well rouned, and enjoyable to read Apr 22, 2006
This was a very interesting and easily read book. The subject matter has the potential to be dry, but the author has done an excellent job making it uniquely interesting. Who would have thought of relating Napoleon to modern day project management concepts? I'm in an Master program (MSIS at Kelley School of Business) and I had to read a book on project management as a requirement of the class. Once I picked up the book I was quickly hooked and wanted to read it. It references many other excellent book titles and authors in the field of project management - in this respect alone it is a good resource. I like the way he has "Marching Orders" and "Executive Summary" at the end of each chapter. It is not only instructional it's inspirational. Thanks for making my assignment profitable and fun.
By the way, I have NO connection to the author in any way. I've seen some comments on this site where the author and the person writing the comments have very close ties. It makes me suspect of their objectivity.
Important Book for Project Managers and Leaders Apr 6, 2006
I recently read Napoleon on Project Management. Jerry Manas, the author has some very interesting things to say about how Napoleon conducted his campaigns and what modern day business leaders can learn from him.
Mr. Manas has identified Napoleon's Six Winning Principles: Exactitude - awareness, research and continuous planning Speed - reducing resistance, increasing urgency and providing focus Flexibility - building teams that are adaptable, empowered and unified Simplicity - clear simple objectives, messages and processes Character - integrity, calmness and responsibility Moral Force - providing order, purpose recognition and rewards
Mr. Manas says "these principles work together and feed off one another like interlocking gears. A lack of any one of them will impede success".
He goes on to say "we need to keep in mind, however, that even being well versed in all six principles is not a guarantee of success. Knowledge of principles is just theory. To be truly successful, we must use the principles".
I couldn't agree more. I close all of my keynotes speeches with the quote "knowing is not enough". I challenge my audiences to take the information and knowledge I have shared with them and to put it to use. Mr. Manas makes the same point - and he is right.
I enjoyed this book. I read a lot of history, but not military history. To me, Napoleon was always "that little guy with his hand in his coat who got exiled to Corsica". Reading the book, I learned something about Napoleon and how he conducted his campaigns, as well as what Mr. Manas has to say about project management in today's world.
I like the way the book is organized too. Mr. Manas has done a nice job of summarizing his points. Each chapter ends with a brief section entitled "Marching Orders" - sort of like Cliff Notes embedded in the book.
In short, Napoleon on Project Management dispenses common sense advice on not only project management, but leadership. It lives up to its subtitle: Timeless Lessons in Planning, Execution and Leadership.