What They Still Don’t Teach in Project Management School – Part 1 by Joseph Dolphin is a groundbreaking guide that takes a deep dive into the often-overlooked nuances of project management. In this first part of a two-book series, Dolphin addresses the critical concepts and tools that seasoned project managers, consultants, and business leaders need to understand to effectively bridge the gap between theory and practice. Unlike traditional project management texts that focus solely on the basics, this book focuses on the complex and real-world aspects that are seldom covered in schools or in introductory training programs.
Dolphin’s extensive three-decade-long career in the global IT industry informs the depth and breadth of his insights. Having delivered complex projects across diverse sectors, including retail, financial services, manufacturing, FMCG, and life sciences, Dolphin offers a level of expertise that comes not just from theory but from years of firsthand experience. This experience is instrumental in addressing gaps in traditional project management education, which often leaves professionals unprepared for the realities of real-world execution.
One of the major themes explored in the book is earned value analysis (EVA), a vital but often misunderstood concept in project management. EVA is a project performance management technique that integrates project scope, schedule, and cost to evaluate the overall health of a project. While this technique is not unfamiliar to seasoned professionals, it’s typically not emphasized in traditional education, which often leads to project managers missing the ability to effectively track and predict project performance. Dolphin takes great care to explain how EVA can be applied in the real world, guiding readers through the process of calculating the cost and schedule performance index and how to use these indices to identify potential issues before they become major problems.
Another key focus of the book is the concept of work package strategy, which is central to breaking down large projects into manageable units. This practical insight is critical for ensuring that all aspects of a project are completed on time and within budget. Dolphin uses examples from his own career to show how work packages can be structured to drive accountability, make project milestones more achievable, and facilitate clear communication across teams. This strategy ensures that the often-daunting task of managing a large project can be broken down into smaller, more achievable tasks, which helps to maintain momentum and keep teams engaged.
In addition to these technical strategies, Dolphin also discusses the importance of delivery models, particularly onshore-offshore models. The rise of offshore project delivery, especially in IT, has transformed the way projects are managed globally. Dolphin does an excellent job of outlining the challenges and strategies of using onshore-offshore delivery models, particularly the need to build strong communication and management processes to handle the complexities that arise. Offshore delivery can present issues such as cultural differences, time zone challenges, and coordination difficulties. Dolphin discusses how project managers can mitigate these challenges by ensuring clear expectations, creating a structured communication plan, and using the right mix of tools to keep track of deliverables.
Another notable insight in this book is Dolphin’s analysis of staffing pyramids. While the concept may seem simple at first, it holds profound implications for managing project teams. In his explanation, Dolphin describes how staffing pyramids can be used to manage a project’s personnel resources effectively by balancing the distribution of work between experienced professionals and junior team members. Understanding staffing pyramids is critical for ensuring that projects are appropriately resourced, without overburdening high-level professionals or underutilizing less experienced team members. This concept not only aids in resource planning but also contributes to the professional growth of junior team members by giving them exposure to more significant project responsibilities.
Perhaps one of the most powerful lessons of the book is Dolphin’s breakdown of the distinction between solution-to-sell and solution-to-deliver. This concept addresses the fundamental difference between creating a solution to sell to a client or customer versus creating a solution that is designed to be successfully delivered and implemented. Too often, project managers and consultants are focused on the sales pitch—what the client wants to hear, what is promised during the contract phase—but the real challenge lies in ensuring that the solution can be delivered as promised. Dolphin explains how this distinction can be pivotal in ensuring a project’s success, with the core focus being not just delivering what was sold, but doing so within the constraints of time, budget, and quality.
The author’s rich academic background, holding two PhDs (from IIT Ropar and NIFT Delhi) as well as an MBA from FMS Delhi, is reflected in his ability to blend academic rigor with real-world practicality. His leadership roles at esteemed companies such as Siemens, Accenture, and Capgemini have exposed him to a wide array of project management challenges, and his ability to weave these experiences into the book provides invaluable insights for professionals at all stages of their careers. The combination of Dolphin’s academic qualifications and his vast experience gives him a unique voice in the world of project management literature, enabling him to speak with authority on the complexities of modern project delivery.
As the first part of a two-book series, What They Still Don’t Teach in Project Management School – Part 1 serves as an indispensable resource for anyone looking to sharpen their project management skills. It’s an essential read not only for aspiring project managers but also for senior consultants, business leaders, and anyone involved in delivering large-scale projects. The book fills an essential gap in traditional project management education by introducing concepts that are often glossed over or entirely omitted from mainstream training. The practical wisdom imparted by Dolphin can help readers navigate the intricacies of project delivery, from performance tracking and resource management to creating solutions that are both sellable and deliverable.
What makes this book particularly valuable is Dolphin’s emphasis on bridging the gap between theory and practice. Traditional project management courses often focus on theoretical concepts that, while important, fail to adequately prepare managers for the real-world complexities they’ll face on the job. In contrast, this book arms readers with the tools they need to make informed, data-driven decisions that lead to project success. It also provides actionable advice that can be applied immediately, which is a rarity in many management guides.
In conclusion, What They Still Don’t Teach in Project Management School – Part 1 is an essential guide for professionals who want to go beyond the basics and dive into the more advanced strategies that define successful project management. Joseph Dolphin’s real-world expertise, combined with his academic knowledge, gives this book a unique edge in the crowded field of project management literature. By offering practical tools, insights, and strategies, Dolphin ensures that readers are equipped to tackle even the most complex project management challenges with confidence and competence. This book is a must-read for anyone who wants to excel in the field of project management and take their skills to the next level.
