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Alpha Project Managers: What the Top 2% Know That Everyone Else Does Not, by Andy Crowe
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Debunking misconceptions surrounding successful project managers, this source builds upon a landmark survey of more than 800 project managers from around the world to highlight the traits that make them stand out in the minds of their teams, senior managers, customers, and stakeholders. Through in-depth interviews and discussions, the common attributes of these elite project managers—from character and beliefs to organizational approaches—are uncovered and help to explain their achievements. Painstakingly researched, this guide offers key insights by providing multiple perspectives on the character makeup of the world’s most successful project managers.
- Sales Rank: #815321 in Books
- Brand: Brand: Velociteach
- Published on: 2006-10-15
- Original language: English
- Number of items: 1
- Dimensions: 9.50" h x .66" w x 6.00" l, .77 pounds
- Binding: Hardcover
- 228 pages
- Used Book in Good Condition
About the Author
Andy Crowe is the founder and CEO of Velociteach, a project-management certification business. He is the author of The PMP Exam: How to Pass on Your First Try. He lives in Kennesaw, Georgia.
Most helpful customer reviews
0 of 0 people found the following review helpful.
Doesn't Really Tell You What the Top 2% Does - Too Generic
By Mr. Throwback
This book has an interesting premise. I purchased the book on the recommendation of the Heath brothers, who wrote the book “Made to Stick",
Unfortunately, the Alpha Project Managers book is not very strong and probably not worth buying. I have a degree in Industrial Engineering and purchased many project management books over past 20 years since it's related to my field.
This book is really a survey of 800 project managers with a summary of responses. It should be a PDF or presentation document. It is stretched into a complete book. The insights are very lacking and generic.
There is no overarching strategy. There's no overarching system, There's no overarching approach that could take you from an average project manager to an elite one. There's no focus on the nuances that separates the best managers. (However, they do interview the top 2% of managers)
So this book really doesn't help you improve as a project manager. It's just summarizing a lot of survey results from top project managers but it's not delineating the differences in a way that's practical. I would give this book 2 stars out of 5 because it doesn't really need to be a book. It should be a presentation.
30 of 31 people found the following review helpful.
A Useful Guide to PM Excellence
By Jason E. Smith
After using his super PMP study guide some time back, I picked up Andy Crowe's `Alpha Project Managers,' published in 2006.
This has to be one of the most under produced books I've ever seen. Crowe essentially self-published on his own Velociteach label. It shows. The graphics are third rate and the cover is pretty bad.
But no matter. The information inside is fascinating. Crowe surveyed over 3,000 project managers and their co-workers/supervisors in order to identify the "top 2%" of project managers ("alpha project managers"). He tried to identify PMs who were consistently rated as excellent by the people they worked with and their customers. Once he found them, he zeroed in on their work habits and PM techniques.
Some of the interesting findings:
# Alphas respond to fewer emails/day and spend less time in meetings than non-alphas, yet people rated them as being more responsive than non-alphas.
# Alphas establish explicit communication expectations, and adhere to them stringently.
# Alphas sent much shorter communications than their non-alpha peers.
# Alphas spent twice as much time in the planning phase of their projects than did non-alphas.
# Alphas used informal networks to get things done much more often than non-alphas (who stuck to formal channels).
# Alphas were much more aware or how their bosses were being measured (ROI, etc.) than non-alphas.
Each of these points (and others) are supported with some useful anecdotes from the PMs themselves. Crowe does a good job trying to help PMs understand these habits and apply them to their own work. This is a text which deserves wider recognition and higher quality production in a second edition.
Recommended. 197pp.
1 of 1 people found the following review helpful.
Actual and perceived differences in project management behavior and practices
By Erik Gfesser
The subtitle for this work would probably be more aptly worded "What the Top 2% DO that Everyone Else Does Not". However, at the same time, the content of this book should not be expected to provide concrete actionable items to address the individuals targeted in the dedication, worded by the author thusly: "To any project manager who has ever lain awake at night and wondered if there were not a better way". The conciseness that Andy Crowe provides here is commendable, but the less than 200 pages of content provided in the compact format of this book does not leave room for much more beyond a presentation of the project manager study he conducted. Unlike the comments of some other readers, however, this reviewer thinks that even though this study was not exactly scientific, there is much to be gained here even if such knowledge is solely limited to the fact that the author actually conducted formal research to determine what helps positively differentiate the top portion of project managers. What makes this study of particular interest is that information on effective project management is obtained not just from project managers, but from customers, team members, and senior management as well, providing a type of 360-degree peer review, because as the author explains, project managers frequently do not have accurate images of themselves as professionals. A total of 860 project managers were included in this study that provided 4,398 such stakeholders. This book discusses 8 major areas where top performers stand apart: attitude and belief, focus and prioritization, communication, approach, relationships and conflict, alignment, issue management, and leadership. In the opinion of this reviewer, the conclusions of this study that highlight real and perceived differences between Alpha project managers and the other 98% of the project manager pool can serve as yet another aid along the path of personal continuous improvement. Within the closing pages of this book, the author remarks that "it is almost universally true that small things can make a big difference. The gap between the Alphas and the other 98% of the population may be quite large on some levels; however, most of this is caused by very subtle behaviors and differences. Both groups show up for work, plan their projects, manage their teams, deliver the results, and gain the customer's acceptance. In most regards, what they have in common is much greater than what separates them". Also, "when an entire population possesses highly similar characteristics, any advantage, however small, can have very significant implications. Small differences in behavior and practices can account for large outcomes, both actual and perceived".
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