New books to help you strengthen resilience, assume an agile mindset and become a better leader

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The author is described as “the global champion of project management”, and his CV shows involvement at international megaproject level and links to academia and industry bodies to support this claim. In this short book of just under 150 pages, he argues that, in today’s work environment, the emphasis is moving from an operations or steady-state management approach to projects to a ‘change’ view of how organisations should operate. The underpinning premise of the book is that this situation has led to many more projects being set up, and thus many more employees becoming involved in project management – but, unfortunately, without having suitable training in project management.

The book’s stated purpose (and readers’ potential salvation) is the ‘10 principles of project success’ that it sets out to demonstrate. These principles do make sense and are framed not as a bible you must follow, but rather as useful points to bear in mind and deploy as and when needed. The benefit of this approach is that you have the insight of a very senior and experienced project manager giving his take on the project management role and his way to achieve success. The approach is very high level, does not drop into tools and techniques, and is more focused on tasks such as managing the client and/or sponsor’s organisation.

Examples are liberally and effectively used, though at times these are perhaps excessive and not always clearly relevant – such as the example of the sleeping bosun on a ferry who should have shut the doors when it left port. There are also lots of lists: apart from the 10 principles of project success, there are ‘7 obstructions to success’, ‘10 digital trends’, a ‘project review’ list and another to ‘check your team’. From a practical project management perspective, this book does not so much teach the detail as provide an interesting insight into the life of a very high-level exponent of project management. It is one you would very much hope your bosses and clients had read and understood.

Review by David Pearce, an independent project management consultant

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Resilience is something that I have learnt we all need, not just on a capital programme, but in everyday life. Before I picked up this interesting book, I don’t believe I really understood what ‘resilience’ means. Jo Owen describes the essence of resilience as learning to make good choices in real time. Broken down into 10 ‘habits of mind’, which set out to help you build resilience, he explores why resilience matters at work and how you can go about building yours.

In a time where our work is becoming more and more ambiguous, and technology enables us to be connected 24/7, Owen raises the interesting argument that we have to be able to manage our energy for the long term and be kind to our body. We live and work in “an era where autonomy has truly arrived”, where the 20th-century workplace of command and control has been replaced by 21st-century working; where you take control yourself and are given high degrees of responsibility. Owen identifies that we do not yet fully understand resilience in its totality – we continue to learn. However, there are ways that we can manage our emotions and make good choices.

While working through the book, the themes of optimism and choice recur. Owen draws to the conclusion that you can choose how you feel and react. You can listen to your internal chatter, ask how to survive the worst case, listen to your angels of hope and plan a way forward. You may do this already, but remember the three top tips that I took away.

First, cultivate an attitude of gratitude – think of the good things that happened in your day. (Did you know that the likelihood of having atherosclerotic heart disease can be predicted by how you speak? I know, me neither.) Second, start the day well – listen to your favourite music as you wake up. And third, be smart in your choice of company, online and offline. Not every page will be of use, but there is something here to be learnt by everyone.

Review by Abbe Cooper, major projects advisory, Infrastructure Advisory Group, KPMG.

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‘Agile’ and ‘transformation’ are common yet much misused words. So, when a book appears with both in the title, I feel sceptical. What can the author say to dispel my worry?

The clue is in the subtitle: ‘structures, processes and mindsets for the digital age’. This book focuses on organisations that deliver products and services through digital channels. The first part describes what agile means in a business context and the effects of digital disruption. However, in his criticisms of the waterfall approach, I feel less confident in Perkin’s conclusions. We must draw on a range of delivery methodologies, adapting to the trade-offs between certainty and time. Selecting agile, waterfall or hybrid approaches is part of the value we bring: agile is not the only way.

Perkin then sets out how organisations can apply agile principles to respond to customer needs. Building on the literature on change management, lean production, systems engineering, agile and tribe-based organisation design with flexible movement, he makes a strong case for a holistic mindset. I found this synthesis and refresher very useful, and of immediate practical use. There are case studies throughout to help reinforce the arguments.

The final part explores specific techniques on how to scale agile, with checklists provided. However, this is not a techniques book – it is about mindset. It helped shift my mindset, weaving together a number of themes around how to transform and operate organisations that respond to customers and innovate.

This is an informative read, and two audiences will benefit. First, those who operate at a strategic level with the power and desire to optimise their digital organisations. Second, those at any level who wish to change the language and dialogue, take the best parts of agile to influence their organisations and customers, and thereby drive the digital age. My conclusion? Agile and transformation can coexist, and this book helps signpost the way.

Review by James Lea, Fellow of APM and a project delivery consultant.

My bedside books:Donna Unitt, head of delivery, Rocket Consulting

If I Could Tell You Just One Thing…
Richard Reed and Samuel Kerr

This book is about the author meeting up with famous people and asking them to share their most valuable wisdom and advice. It’s a great book to dip into, and there are lovely portraits by Samuel Kerr. There is a section for each person, which tells you a bit about them and their meeting with Richard Reed. There are people I really admire in this book, and others I had not heard of but whose stories and advice I found beneficial. Interestingly, the majority of advice is based on themes like following your heart, lighting passions, facing fear, being you and living your best life.

Leadership: The multiplier effect
Andy Cope with Mike Martin and Jonathan Peach

I buy a lot of Andy Cope’s books, which are based on positivity. This one is a little different but has the same themes running through it. It is a leadership book I can relate to – it focuses on how leaders influence those they work with, and how the grumpy leader will never inspire themselves, let alone others. The way we work and lead is changing. A leader doesn’t have to know more; they have to know their team’s skills and how to get the best out of them. We should not focus on what people need to improve, but on what they do well and opportunities to develop.

Pig Wrestling: The brilliantly simple way to solve any problem and create the change you need
Pete Lindsay and Mark Bawden

I heard these guys being interviewed on the radio. They have worked in elite sports and business and really struck a chord with me. It’s an odd book that tells the story of a young manager trying to solve a problem. It is told as a fable that leads you through the elements of the pig wrestling problem-solving model. The way it is delivered is unique and really does take you on a journey to understand all its different elements. It’s really all about how you view a problem and how you jump to solutions without really understanding the problem. I love this book and will be using the tools to solve both work and personal problems in the future.

This article is brought to you from the Spring 2020 issue of Project journal, which is free for APM members.