WHAT IT'S ALL ABOUT
Using the plan as instrumentation to drive the project
Using different management styles
Dealing with problem people / situations
The project manager's daily routine
The dirty dozen – the twelve most common reasons why projects fail
Rescuing projects that have gotten into trouble
If you think about it, what you do in Chapters 1–5 is that you (a) build a realistic plan and then (b) tell the stakeholders what's possible and what's not possible. As a result you get agreement with them about how the project will proceed.
Once the project begins, you have to do the mirror image ...