Joseph Dolphin’s ‘What They Still Don’t Teach You in Project Management School’ is an insightful two-part exploration into the often-overlooked realities of project management. The first part focuses on practical tools and strategies that bridge the gap between theoretical knowledge and real-world application, while the second delves into advanced management practices and the evolving nature of project management in today’s complex business environment. Drawing from more than three decades of experience in IT delivery and management consulting, Dolphin blends academic rigor with hands-on expertise, offering readers a wealth of knowledge to elevate their professional practice.
In Part 1, Dolphin introduces critical concepts that are often absent from conventional project management training. These topics—such as earned value analysis, work package strategy, onshore-offshore delivery models, and the distinction between solution-to-sell and solution-to-deliver—are vital for project managers looking to move beyond the basics. These concepts are frequently glossed over in formal education programs but are crucial for ensuring that projects are not only delivered on time and within budget, but also aligned with the broader business goals of the organization. By exploring these nuanced aspects of project management, Dolphin presents a compelling argument for why professionals must be well-versed in both the technical and strategic sides of project execution.
What stands out most in the first part of the book is Dolphin’s ability to present complex ideas in a way that is both accessible and engaging. The book’s approach is practical, with a focus on providing readers with concrete tools and methodologies they can immediately apply in their own projects. For example, Dolphin’s discussion on earned value analysis helps readers understand how to measure the performance of a project in terms of both its cost and schedule, offering a clear framework for identifying when a project is off track. Similarly, the work package strategy provides a structured approach for breaking down projects into manageable components, ensuring that every aspect of the project is well-defined and measurable. These topics, while often overlooked in traditional project management curricula, are essential for professionals who want to stay ahead in a rapidly changing business landscape.
Part 2 of the book takes a more advanced approach, building upon the foundations laid in the first part and exploring more complex management consulting practices such as change management, benefits management, and Lean Six Sigma. Here, Dolphin shifts the focus from the technical aspects of project management to the strategic elements that drive organizational transformation. This transition from tactical execution to strategic delivery reflects the changing nature of project management, where success is not solely defined by the completion of tasks but by the long-term value a project brings to the organization. Dolphin’s deep dive into these topics is particularly valuable for readers who are looking to expand their role from project execution to becoming strategic leaders who drive change within their organizations.
The inclusion of change management as a core theme in Part 2 is particularly relevant in today’s business environment, where organizational change is a constant. Dolphin emphasizes that successful project managers must not only be able to manage the technical aspects of their projects but also guide teams and stakeholders through the emotional and psychological challenges that accompany change. The book provides readers with frameworks for understanding and managing resistance to change, as well as strategies for engaging stakeholders in a way that ensures buy-in and support for project initiatives. This focus on the human side of project management is a welcome departure from the more traditional, process-centric approaches to project delivery.
Lean Six Sigma, a methodology that focuses on improving efficiency and reducing waste, is another key theme explored in Part 2. Dolphin provides a thorough introduction to Lean Six Sigma principles and shows how project managers can integrate these techniques into their projects to drive continuous improvement. By emphasizing the importance of process optimization, Dolphin helps readers understand how small, incremental changes can lead to significant improvements in project outcomes over time. This approach is particularly valuable for professionals working in industries where efficiency and cost control are paramount, such as manufacturing, retail, and financial services.
Another significant aspect of Part 2 is Dolphin’s discussion on service and agile delivery, which are increasingly important in the world of project management. The agile methodology, with its focus on flexibility, collaboration, and iterative progress, has become a dominant force in project management, especially in the IT and software development industries. Dolphin’s exploration of agile delivery offers readers actionable strategies for implementing agile principles in their own projects, helping them become more adaptive and responsive to changing requirements. The discussion on service delivery, which emphasizes the importance of delivering value to customers and stakeholders throughout the project lifecycle, further enhances the book’s practical applicability.
Throughout both parts of the book, Dolphin’s writing is clear, engaging, and grounded in real-world experience. He avoids unnecessary jargon and ensures that the content is accessible to both seasoned professionals and those new to project management. The inclusion of case studies and examples from Dolphin’s own career adds depth to the book, illustrating how the concepts discussed can be applied in various industries and organizational contexts. This practical approach makes the book a valuable resource for anyone involved in project management, from consultants and business leaders to those just starting their careers.
The book’s strengths lie in its ability to offer both theoretical insights and practical advice. While many project management books focus on one or the other, What They Still Don’t Teach You in Project Management School successfully strikes a balance between the two. Dolphin’s academic background and extensive consulting experience allow him to present a comprehensive view of project management that encompasses both the science of managing projects and the art of driving strategic outcomes. His deep understanding of the challenges faced by project managers—ranging from technical complexities to organizational dynamics—gives the book a level of nuance and sophistication that sets it apart from more basic project management guides.
However, while the book offers valuable insights into the more advanced aspects of project management, it may be most useful for readers who have some prior experience in the field. Those who are new to project management may find some of the concepts and strategies in Part 2 to be overwhelming, as they require a certain level of familiarity with both the theory and practice of managing projects. That said, for more experienced professionals, the book provides a wealth of knowledge that can be immediately applied to their work, helping them develop a deeper understanding of the strategic elements of project management.
In conclusion, What They Still Don’t Teach You in Project Management School is an essential read for anyone looking to deepen their understanding of project management and expand their role from execution to strategic leadership. Joseph Dolphin’s comprehensive approach to both the technical and human aspects of project management offers readers valuable insights that are often missing from traditional project management education. By blending academic rigor with practical experience, Dolphin provides a roadmap for navigating the complexities of modern project delivery, making this two-part series a must-read for project managers, consultants, and business leaders alike.
