INTERNATIONAL JOURNAL OF
PROJECT
International Journal of Project Management 22 (2004) 347–348
Book reviews
Applied Project Management: Best Practices on
Implementation
Harold Kertzner, Wiley, New York, 2000, ISBN: 0-471
36352-9, xv + 534 pp. (hardcover) £52.50
This is a well-organized text that accurately fulfils the
bookÕs title. It forms a natural extension to this authorÕs
highly regarded book Project Management: A Systems
Approach to Planning, Scheduling and Controlling, also
published by Wiley and (at the time of this review) in its
seventh edition. Both books have the same distinctive
cover design and general presentation style, and it is
apparent that these works are intended to be associated
with each other. The older book deals comprehensively
with the techniques and methodologies of project man-
agement, whereas the current volume takes the subject
further, into the difficult areas of implementation, cul-
ture, general acceptance and the attainment of project
management maturity and excellence. There is some
duplication of subject matter between these two books,
particularly in the introductory chapters, but this is
unavoidable if each book is to stand alone as a fully self-
contained text.
Applied Project Management falls into two main
sections. The first of these sections takes up some 60% of
the main text space and contains 13 chapters. The first
two of these chapters set the scene by describing the
growth of project management from the 1960s to the
present and then defining, in detail, the terms ÔsuccessÕ,
ÔmaturityÕ and ÔexcellenceÕ.
The project management life cycle is described as
having five stages. These are:
1. Embryonic.
2. Executive management acceptance.
3. Line management acceptance.
4. Growth.
5. Maturity.
These are the stages leading to a mature project
management capability and culture throughout a com-
pany. Unlike the life cycle for an individual project that
usually has a well-defined finish, the project manage-
ment [implementation] life cycle leads to a result that is
never final or stable, but must be maintained and may be
at risk for several reasons, including management reor-
ganization, acquisitions, mergers, business process re-
engineering and downsizing. Indeed one of the many
respondents to Professor KerznerÕs extensive research
MANAGEMENT
www.elsevier.com/locate/ijproman
describes how she achieved excellence in the project
management process throughout a company, only to see
everything dismantled in a downsizing operation that
replaced her enlightened mentors with other high exec-
utives who regarded project management as Ônice to
haveÕ rather than an essential function deserving com-
pany resources. However, that failure was an extreme
example, not typical of the many other personal ac-
counts reported in this book.
Chapters 3–12 cover the following topics:
 The driving forces for maturity.
 Project management methodologies.
 Strategic planning for excellence in project manage-
ment.
 The maturity of modern project management.
 Integrated processes (examples include, for instance,
concurrent engineering and total quality manage-
ment).
 Culture.
 Management support.
 Training and education.
 Informal project management.
 Behavioural excellence.
Chapter 13 rounds off the first section of the book by
listing and describing nine companies under the title
ÔRising stars and future directionsÕ.
Numerous charts, checklists and well-designed illus-
trations support the text. Almost every chapter ends
with a generous set of multiple-choice questions, some
discussion questions and, less usefully, a simple cross-
word puzzle.
The second main section of this book contains 26 fairly
detailed case studies, each describing the project man-
agement experience of a company. Each of these case
studies, like the chapters in the first section of the book,
also concludes with generous lists of questions. However,
the total number of cases described far exceeds those
contained in this second main section. Descriptions of
other companies and the telling personal observations of
many managers are scattered liberally throughout all the
chapters. These make fascinating reading and mature
readers will undoubtedly recognize parallels with their
own attempts (successful or otherwise) to develop a pro-
ject management culture in organizations where they ei-
ther work or have carried out consultancy assignments.
The core material for this text resulted from the kind
of research more usually associated with a higher degree
348 Book reviews / International Journal of Project Management 22 (2004) 347–348
dissertation or doctoral thesis. Over 300 companies were
investigated and most were sent survey questionnaires,
followed up where appropriate with interviews. Profes-
sor Kerzner is to be congratulated not only for per-
suading so many of these companies to respond in such
great detail but also for the skillful selection and pre-
sentation of the results. So, although apparently starting
as an academic exercise, the outcome is a thoroughly
practical textbook, full of relevant personal experiences
and constructive advice.
This book is not for beginners. It is clearly not intended
for budget-strapped students studying for a business de-
gree where project management forms only a small part of
a wider curriculum. Its value will be appreciated by more
advanced students specializing in project management, by
practising project managers, and by project management
consultants. The wealth of case studies and discussion
questions provide a particularly useful source for college/
university lecturers, for whom a companion instructorÕs
manual is available from the publisher. I wish this book
doi:10.1016/S0263-7863(02)00076-5
Systems Development – A Project Management App-
roach
Raymond McLeod Jr. and Eleanor Jordan, published
by Wiley and Sons
Systems Development – A Project Management Ap-
proach is aimed at undergraduate university students. It
is clearly a beginners book which is thoroughly written
and thus comprehensive in scope. In the 524 pages the
authors manage to address all the main topics and issues
that need to be taught at undergraduate level. This
textbook does everything that the authors promise. The
style of the book is good. It is very accessible and easy to
read. Each chapter commences with a useful list of
learning points which I have always found a great help
especially when teaching undergraduate classes. The
book is well supplied with explanatory figures and ta-
bles. At the end of each chapter there is a list of key
terms used as well as a set of problems for the students
to undertake. In addition some chapters contain case
problems. There is also an appropriate bibliography at
the end of each chapter and there is a useful glossary at
doi:10.1016/S0263-7863(03)00010-3
could also be read by those senior executives who,
through their personal commitment and the authoriza-
tion of resources, should be prepared to support and
maintain the drive towards project management maturity
and excellence in their organizations. The possible bene-
fits are too often either overlooked or simply not under-
stood at the corporate executive level.
Apart from a few minor typographical errors (not
sufficient to damage readability but enough to suggest
that the publisher should review its proofreading ar-
rangements) this book is very well produced. It is well
presented and bound in durable hard covers. This book
makes a significant contribution to the literature and is
good value at the price.
Dennis Lock
29 Burston Drive, Park Street
St. Albans, Herts
AL2 2HR, UK
E-mail address: dennis.lock@ntlworld.com
the back of the book. There is a good table of contents
and a comprehensive index. The appearance of the book
is excellent as one would expect from a product pro-
duced by Wiley and Sons.
Systems Development – A Project Management Ap-
proach is a solid undergraduate textbook which many
teachers at this level will find useful indeed. This is not a
book aimed at information systems project management
professionals. The only drawback that the book has is
that it is rather American and this is perhaps best il-
lustrated by the opening words in the case study in-
stallment 1 that appears on page 2 and which begins
with the words ‘‘Hey Gary! Wanna team up again this
semester?’’
At a price of £28.95 the book represents value for
money.
Dan Remenyi
School of Systems and Data Studies
Trinity College Dublin
Dublin 2, Ireland
E-mail address: dan.remenyi@tcd.ie