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The One-Page Project Manager: Communicate and Manage Any Project With a Single Sheet of Paper Paperback – Nov 3 2006
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From the Back Cover
MANAGE ANY PROJECT—ON A SINGLE SHEET OF PAPER!
This uncommonly practical guide shows you how to reduce any project—no matter how big or complicated—into a simple, one-page document perfect for expressing essential details, communicating those details to upper management, and tracking progress. Plus, it's adaptable to virtually any process in your organization, including ISO and SAP. The One-Page Project Manager is the ultimate tool for beleaguered project managers who understand the value of simplicity.
"As you read through Clark Campbell's book, you will say to yourself, 'so simple, yet intuitive and useful; I can put this to work today!'"
—Todd Thompson, Senior Vice President and Chief Information Officer, JetBlue Airways
"Provides a proven process for project management that significantly improves the chances that the project will be completed on time, on budget, and on target."
—Steven C. Wheelwright, PhD, Baker Foundation Professor, Senior Associate Dean, and Director of Publications Activities, Harvard Business School
"Campbell reveals a wonderful tool for keeping projects on task. It's the perfect organizational solution for the executive needing relevant project information."
—Taylor Randall, PhD, Professor, David Eccles School of Business University of Utah
"This tool really works! It makes the complex look simpler, facilitates accurate and honest assessments, and all on just one page—which can, and will, be read by even the busiest executive."
—David C. Berg, former chief information officer, OC Tanner
"This book should be required reading for every manager who wants to improve project performance, accurately tell their story, and do it efficiently."
—Jonathan H. Du, PhD, CEO and Chairman, WiseChina Training Co. Ltd. Beijing, China
About the Author
CLARK A. CAMPBELL is a Senior Vice President at OC Tanner, where he has served in a number of executive positions and managed numerous large projects.
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Recommend it to anyone, but beware like all plans it is in the implementation of them that makes them succesful, not in the form itself. That is why the simplicity of a single page works.
I found disconcerting that the image on the cover is a "modified" version of the tool they're describing, undermining the claim that this tool is well-suited for any project. If that's the case, why wouldn't they feature the basic form on the cover, rather than a customized version?
It seems like the tool could be useful to improve communication and management of projects, but the communication discussed is primarily bottom-up. The book barely touches upon how it can be used for top-down communication or how to use this to work with areas that are falling behind or going over budget. So, it's not really so much a "manager" as a "status report".
If you're looking for a simple read and a simple tool for tracking your team's progress, check this out of a library. It's not worth the money to actually buy a copy. If you're hoping to actually learn some useful project management skills, look elsewhere.
First of all, the font is about 14pt Times New Roman, which adds to the sense of this book being fluffed. Contributing to this feeling, is the fact that the author continually attempts to provide credibility to himself by mentioning O.C. Tanner, and the "various" projects he's worked on (for which he uses the same five examples ad nauseam). Essentially, he continues to justify why he's qualified to be telling you anything, while dropping the occasional "teaser" about the form you'll be using for the first FOUR CHAPTERS.
The absolutely most irritating aspect of this book, however, is that he's continually trying to sell it to you. In chapter one, he introduces an acronym for "The One Page Project Manager," viz. OPPM. He then proceeds to NEVER use it. Then, he mentions "The One Page Project Manager," so much that if I hear it again, I might end up incarcerated. On page 29, even with 14pt font, he manages to use "The One Page Project Manager" SEVEN times. I'm sure that my few mentions of that heinous term have already provoked certain ire. And by not using the acronym, he ensures that the term is too lengthy to conveniently skip while reading.
Chapter 5 comprises the bulk of the book (being some 100 pages in length - a shocking dichotomy from the previous 12-20 page chapters). Presumably where the "meat" is, it's filled with stuffing in the form of multiple OPPM's, with only the slightest difference between any of them.
To his credit, the concept is good, I think it will work (that's why I purchased the book). But Mr. Clark Campbell needs to realize that he doesn't have to sell his book during the first four chapters, as I already bought it.
2 stars for utility. -3 stars for absolute aggravation.
We're rolling out the tool in my firm and we've been impressed with how easy it is to use and how much useful information it communicates, even for complex, lengthy projects. It's intuitive and there are no bells and whistles and no overkill. Highly recommended.
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