Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
DeGrandis names five thieves of time being too much work in progress, unknown dependencies, unplanned work, conflicting priorities and neglected work. Each gets a chapter covering how to spot it, how to make it visible on a board, and the specific countermeasures.
The official MSP manual, describing how to run a programme as coordinated projects and change activity aimed at an outcome rather than a deliverable. The fifth edition is organised into principles, themes and processes, with …
The official PRINCE2 manual and the basis of the Foundation and Practitioner examinations. The method rests on seven principles that must all be present for work to count as PRINCE2, a set of practices covering the management …
Bridges separates change, which is external and can be announced on a date, from transition, which is the internal process people go through and cannot be skipped.
Abbajay treats the relationship with your manager as something you are responsible for shaping rather than something you simply receive. The first part is about diagnosing your boss across styles covering how they take in …
Doerr's account of Objectives and Key Results, drawn from Intel and applied at Google and elsewhere. Objectives are qualitative and directional while key results are numerical and time bound.
Young's method for building a large diagram of what people are trying to accomplish, drawn from transcripts of open ended interviews and grouped into towers of related tasks, thoughts and feelings.
Holmes led inclusive design at Microsoft and argues that disability is a mismatch between a person and their environment rather than a fixed personal attribute.
Ramanujam and Tacke argue that pricing should shape the product rather than follow it, and that willingness to pay conversations belong early in development. Covers the four failure types they name feature shocks, minivations, hidden gems and undead products.
Wheelan explains the statistical ideas that turn up in ordinary working life without asking the reader to do much of the maths. Chapters cover descriptive statistics and what an average conceals, correlation, basic probability …
Voss draws on FBI hostage negotiation to argue against splitting the difference and in favour of tactical empathy. Covers mirroring, labelling, accusation audits, calibrated questions that begin with how or what, and the value of getting to that's right rather than yes.
Niven and Lamorte wrote the implementation manual for OKRs rather than the argument for adopting them. The book covers writing objectives and key results that hold up under scrutiny, the difference between committed and …
Dunford's ten step process for positioning, treated as a deliberate exercise rather than a byproduct of messaging. The components are competitive alternatives, unique attributes, the value those enable, the customers who care most, and the market category you frame yourself within.
A brief book built on one distinction. Output is what you build and outcome is the change in human behaviour that follows. Seiden gives three questions for defining an outcome, describes the Magic Machine exercise for connecting …
DeMarco and Lister argue that most projects fail for sociological reasons rather than technical ones, and they spend the book on the conditions that let people think.