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- Sales Rank: #977233 in Books
- Brand: Brand: Multi-Media Publications Inc.
- Published on: 2007-07-01
- Original language: English
- Number of items: 1
- Dimensions: 8.50" h x .62" w x 5.51" l, .78 pounds
- Binding: Paperback
- 276 pages
- Used Book in Good Condition
Review
I found Mark's most recent book to be quite excellent. His ability to apply project management theory and methodologies to historical events is quite unique - and informative. I have read other accounts in the past regarding the events at Luft Stalag III, but none from Mark's PM-focused perspective.
Thomas Clement, HP Education
Rating: [5 of 5]
This book and others by Mark are a tremendous resource for educators - the stark reality of failed projects and Mark's detailed research, historical accuracy, and the link to the PMBOK, helps us to analyze and understand we are not alone in managing our complex projects today.
Rating: [5 of 5 Stars]
Linda Desmond, Past President, PMI Mass Bay
Mark uses terms and ideas found in the PMBOK. He also relates the events to the 9 knowledge areas. By applying these principles to a famous historical event, Mark takes the blandness of the PMBOK and combines it with a story, which makes the reader forget that they are reading a book to be used for teaching.
Rating: [5 of 5 Stars]
Amanda Bragg
I thought this was an excellent book. It took PM and applied it to a real life scenario. Unlike most books this was easy to read and enjoyable. I found that I actually picked up the PM concepts and retained them better than when reading "dry" text books which I have to reread 2-3 times.
Richard Warner
I really feel that I learned not only some history about the great escape, but also see the PMBoK applications that were used. This is a great method of teaching and learning!!
Eric Peterson
A nice contrast from the other Project Management materials currently use in the classrooms and workplace [...] Kozak-Holland takes the blandness of the PMBoK and combines it with a story. --TCM Reviews
Straightforward and to the point, once I started reading, I found that I could not put the book down. --Ed Snowden, PMP
[Author Kozak-Holland] has taken a series of events and honorably translated them into a book that shows how project plannign works. [...] His ability to teach the subject by using historic events is second to none. Mr. Kozak-Holland has provided business managers, college students, and anyone interested in the subject a series of books that needs to be part of every college, university, and library. If you haven't read this book, I strongly recommend that you do. They are excellent, and "Project Lessons from The Great Escape" is no exception. --William E. Cooper, Reader Views
From the Author
An author's perspective on the journey to complete the book
Project Lessons from The Great Escape (Stalag Luft III) is the fourth book in the Lessons from History series. It follows the evolution of a Prisoner of War escape from a World War II camp and applies lessons to today's business and project environment. The book makes business recommendations that are backed up by its exhaustively detailed case study of a project team working to achieve a common goal.
When I completed Churchill's Adaptive Enterprise I had been looking for a while for a follow up in the series but a somewhat simpler historical project. I set some criteria which included a straightforward story line, a well defined beginning, middle, and end. I was also looking for a difficult situation, a dire environment to launch a project, where the political support was lacking, and there would be a lot of groups trying to close it down. It had to be an event that was run as a project and relied more on human ingenuity and perseverance, than established practices and tools.
The idea of using the Great Escape was a true moment of realization, and I was very excited in getting it started. When I first considered the idea I was concerned it could be somewhat removed from what is generally considered "a project" in the business world. It was the least obvious project I could think of, and most people would not consider it to be a project. After sometime to further research it and run the idea by a few people including my publisher Kevin Aguanno at MMPUBS I became convinced and was convinced it was a good idea.
My analysis showed that this event went through a very meticulous and an enormous level planning. The escape committee that planned the escape instigated a project of a monumental scale. They were scaling up previous projects by 20 fold. Nothing was easy, almost everything was a challenge to the project team. An inhospitable and inconducive environment was in place to numb prisoners into boredom and inactivity. These were truly dire circumstances to launch a project from. Hence, the appeal as today's projects seem tame and easy in comparison.
The publisher set up a challenge and suggested that one of the criteria of in writing the book was to look at the project from the 9 project management knowledge areas of the Project Management Book of Knowledge (PMBOK), developed in 1983. The question was whether they would hold up in project that preceeded them by 40 years. It would help establish how well founded these were. Was there evidence that projects of the past followed these intuitively, in the days before the project management discipline was established. Gut feel told me it did, and I wanted to determine if and how well the project followed these knowledge areas. I will let you make the determination.
* for more read lessons-from-history.com/node/103
From the Inside Flap
The Great Escape is an extraordinary event from the Second World War. It was also a project that provides proof points for today's discipline of Project Management. The Project Management Book of Knowledge (PMBOK) was developed in 1983 and it has evolved with the 9 project management knowledge areas. Yet, how well founded are these? Is there evidence that projects of the past followed these intuitively, in the days before the project management discipline was established? This lesson-from-history explores this story of true determination, of individuals who struggled to meet project objectives and literally had to do it one step at a time. This was a seemingly impossible project to initiate, never mind complete.
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