Harvard Business Review Project Management: How to Launch, Lead, and Sponsor Successful Projects
Antonio Nieto-Rodriguez
Harvard Business Review Press (October 2021)

How and why operations run an organization whereas projects change it

Years ago, I concluded  — and remain convinced  — that planning a project must precede launching and leading it, that at least a tentative sponsor (or sponsors) must be involved ASAP, and that planning a project is itself a project that — as Antonio Nieto-Rodriguez duly notes — “should be analyzed and categorized according to two main criteria: complexity and uncertainty.” Only then can its innovation type — its primary strategic objective –be appropriately classified as efficiency, sustainability, or transformation.

Here is what he characterizes as “The Project Canvas”: core functions and considerations for those involved in a project. As indicated, key questions must be answered to specify the nature and extent of the project’s initiatives as well as the structure of accountability.

PURPOSE: Why are we doing the project?
SPONSORSHIP: Who is accountable for the project?
RESOURCES: Who will manage the project, and which skills are needed to deliver the project?
STAKEHOLDERS: Who will benefit from and be affected by the project?
DELIVERABLES: What will the project produce, build, or deliver?
PLAN: How and when will the work be carried out?
CHANGE: How are we going to engage stakeholders and manage the risks?
INVESTMENT: How much will the project cost?
BENEFITS: What benefits and impact will the project generate, and how will we know the project is successful?

These determinations will serve as what I characterize as an “enterprise architecture,” one that can guide and inform the project’s process. Keep in mind that this is a handbook. Its focus is on WHO will do WHAT. Also on WHY and on HOW will they do it. Meanwhile, keep in mind that those selected to participate in the given project will be thinking (if not always asking) “What’s in it for me?”

Nieto-Rodriguez carefully organizes an abundance of information, insights, and counsel as follows:

Part 1. In Chapters 1-3, he “sets the context and provides universal basics and definitions”
Part 2. Then in Chapters 4-8, he “presents a step-by-step introduction to the main framework of his book”
Part 3. And then in Chapters 9-11, he “explores the capabilities needed to succeed in what has become a project-driven world”
Part 4. Finally, in Chapter 12, he explores “how project management will intersect with the megatrends that all organizations and societies are now facing: crisis management, AI transformation, diversity, and sustainability.

These are among the passages of greatest interest and value to me, also listed to suggest the scope of Nieto-Rodriguez’ coverage:

o Operations < > Projects (Pages 16-19)
o Projects after the pandemic (25-28)
o Differences between operations and projects (32)
o Classification of projects (33-35)
o Twelve principles of successful projects (42)

o The reinvention of project management (44-53)
o Pushing the reinvention further (53-63)
o Outline of the project canvas parts (69-71)
o Tools and techniques: The project foundation (78-95)
o Sponsorship: Who will be accountable for the project? (99-104)

Observation: If everyone is a sponsor, no one is. The “buck” has to stop somewhere.

o Eleven questions to ask yourself as the project manager (115)

Observation: I commend Nieto-Rodriguez on his relentless focus/emphasis on asking the right questions and that includes team members as well as those who supervise  them.

o Deliverables: WHAT will the project produce, build, or deliver? (131-139)
o Change: HOW will we engage stakeholders and manage the risks?(151-156)
o Tools and techniques: Change initiatives (156-162)
o Obtaining adoption of the Project Canvas throughout the given enterprise (166-167)

o Mini-case studies of the Project Canvas in action (175-182)
o Tips for introducing the Project Canvas in your organization (188-191)
o A conversation with Alan Mulally on project leadership (200-201)
o Project leadership qualities and competencies (203-216)
o Know when to start a project: Six questions (224-225)

o How some Chinese companies [e.g. Xiaomi, Alibaba, Haier] embody organizational agility (245-250)
o Issues concerning low engagement by employees (254-256)
o Issues concerning a project management office that is not strategic or in charge (256-257)
o Cris management IS project management (266-270)
o Why crisis management requires top project leadership (271-273)

Obviously, no brief commentary such as mine can possibly do full justice to the scope and depth — as well as the quality and value — of the material that Antonio Nieto-Rodriguez provides in this book. However, I hope I have at least indicated why I think so highly of him and his work.