Past book review (i.e. posted prior to starting this blog) for Alpha Project Managers: What the Top 2% Know That Everyone Else Does Not, by Andy Crowe, Velociteach, 2006, reposted here:
The subtitle for this work would probably be more aptly worded "What the Top 2% DO that Everyone Else Does Not". However, at the same time, the content of this book should not be expected to provide concrete actionable items to address the individuals targeted in the dedication, worded by the author thusly: "To any project manager who has ever lain awake at night and wondered if there were not a better way". The conciseness that Andy Crowe provides here is commendable, but the less than 200 pages of content provided in the compact format of this book does not leave room for much more beyond a presentation of the project manager study he conducted. Unlike the comments of some other readers, however, this reviewer thinks that even though this study was not exactly scientific, there is much to be gained here even if such knowledge is solely limited to the fact that the author actually conducted formal research to determine what helps positively differentiate the top portion of project managers.
What makes this study of particular interest is that information on effective project management is obtained not just from project managers, but from customers, team members, and senior management as well, providing a type of 360-degree peer review, because as the author explains, project managers frequently do not have accurate images of themselves as professionals. A total of 860 project managers were included in this study that provided 4,398 such stakeholders. This book discusses 8 major areas where top performers stand apart: attitude and belief, focus and prioritization, communication, approach, relationships and conflict, alignment, issue management, and leadership. In the opinion of this reviewer, the conclusions of this study that highlight real and perceived differences between Alpha project managers and the other 98% of the project manager pool can serve as yet another aid along the path of personal continuous improvement.
Within the closing pages of this book, the author remarks that "it is almost universally true that small things can make a big difference. The gap between the Alphas and the other 98% of the population may be quite large on some levels; however, most of this is caused by very subtle behaviors and differences. Both groups show up for work, plan their projects, manage their teams, deliver the results, and gain the customer's acceptance. In most regards, what they have in common is much greater than what separates them". Also, "when an entire population possesses highly similar characteristics, any advantage, however small, can have very significant implications. Small differences in behavior and practices can account for large outcomes, both actual and perceived".