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The Project 50 (Reinventing Work): Fifty Ways to Transform Every "Task" into a Project That Matters! | Tom Peters | Useful, if (in appearence) banal and silly
 
 


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 The Project 50 (Re...  

The Project 50 (Reinventing Work): Fifty Ways to Transform Every "Task" into a Project That Matters!
Tom Peters

Knopf, 1999 - 224 pages

average customer review:based on 17 reviews
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     highly recommended  highly recommended



The common denominator/bottom line for both the professional service firm/PSF and the individual/Brand You is: the project. And for the cool individual in the cool professional service firm there is only one answer: the cool project.
A seminar participant said: "Reward excellent failures. Punish mediocre successes." So, how many of you are at work -- right now -- on "mediocre successes"? At work on projects that won't be recalled, let alone recalled with fondness and glee, a year from now?

We don't study professional service firms. (Mistake.) And we don't study WOW Projects. (Worse mistake.) There is, of course, a project management literature. But it's awful. Or, at least, misleading. It focuses almost exclusively on the details of planning and tracking progress and totally ignores the important stuff like: Is it cool? Is it beautiful? Will it make a difference? My No.1 epithet: "On time . . . on budget . . . who cares?" I.e., does it matter? Will you be bragging about it two--or ten--years from now? Is it a WOW project?

So, then: Step #1 . . .the organization . . .the professional service firm/PSF 1.0. Step 2 . . .the individual . . .the pursuit of distinction/Brand You. And: Step #3 . . . the work itself . . . the memorable project/WOW Projects.

The Project50 is a simple and handy guide that provides 50 easy steps to help the modern businessperson choose the right project, find the right team, develop strategies for success, and ultimately know when it's time to move on.


See also the other 50List titles in the Reinventing Work series by Tom Peters -- The Brand You50 and The Professional Service Firm50 -- for additional information on how to make an impact in the professional world.


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Guides you in making your work and your life matter.

When you learn to use this little book you can turn nasty little jobs into opportunities that are rewarding. Sounds like the same old words but it sure doesn't feel like "the same old" when you get it to work the first few times. It MAGIC and it makes your project fun, manageable, and they are all set up for further correction and deeper development.
I used to hate making some business telephone calls and after I defined the project and found the WOW in it, it became O.K and then went on to be one of my strengths and I'm making friends on the telephone now and have doubeled my income. This is powerful and Tom Peters is to big a part of our business evolution to not have as a traveling companion as we become more and more part of the global brain.


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Useful, if (in appearence) banal and silly

We are in the age of manufactured enthusiasm. How anyone can imagine that regular work in a business should be stimulating to the point of being really really cool is simply beyond me. Yet year in and year out, Tom Peters (and an immense cohort of lesser talents) continue to tell us that yes, work can be fun and cool, etc etc. And he continues to make the really really big bucks doing so.

Either Peters is onto something, or we are all fools for treating him like he is. What I believe is that he has inserted himself into business speak as one of our principal formulators of vocabulary to dress up our normal drudgery as something more than it is.

Peters pumps businessmen up, flatters their vanities, and sends them back to the real work with a new vocabulary of "change agents," "WoW projects," and innumerable other expressions of similar banality. He tells them that what they are doing is significant and interesting, and that they can make every project into a fantiastical thing that will change the workd as well as enhance their careers. This boggles the mind, particularly if you have read it more than once in such puffed up venues as Fast Company and Wired, which I believe bring the the profession of journalism to the crudest boosterism, akin to the promoters of primitive Western cities in the 19C America.

In Project 50, Peters offers "fifty ways to transform every `task' into a project that matters." They range from "reframing" the task as it was posed (make it revolutionary) to selling it succinctly ("metaphor time!") to implementing it ("celebrate failure"!! as a learning experince and as a useful exercise of thinking "crazy") to Exiting ("Seed your freaks into the mainstream"!). If this does not want to make you vomit, try reading it straight through. Doesn't it make you cringe?

And yet.

In my education work with managers whom I sincerely admire and who are undoubtedly highly intelligent and savvy, they gobble this stuff up and use it. While they disdain much of the ridiulous in Peters' vocabulary (the "nub", etc.), they find it profitable to discuss these ideas and it inspires them to change. Thus, I must conclude that there is something is all this hype, something useful that gets pulled out and applied. I just wish that it didn't seem so trivial and silly, so over the top for people who consider themselves writers. I saw a group of extremely bright people wave this book like it was Mao's Red Book durin the cultural revolution. It was stupefying.

So I must say: this book is useful. I make money from it too. And it changes behavior, at least in the activities that I have seen as an education professional. Thus, I must recommend it with a grain of salt. Don't get carried away, but don't have too closed a mind either.


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WOW! This is a lot of WOW material.

I must say that this book is packed with insightful tips on how to truly create "WOW!" work. Peters is truly adapt at bringing successful theories into every day practices that can be implemented to succeed.

However, I did feel that this probably could have stopped at 20 or 25? It seemed that the books was continually stocked full of lists of things to do. If Peters truly wants to have his practices/theories implemented, he is going to have to break it down to maybe the top 10. Make one or two TTD at the conclusion of the book.

Overall, I feel that the reader will leave with useful information, and with a slight feeling of being overwhelmed.


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reviews: page 1, 2, 3, 4



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