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Rating: 
Summary: A project management classic
Review: I worked for Keane back in the mid 1990's. I received a copy of this book from Keane, Inc. to help me with my consulting assignments. The book was written in response to the question "why do software projects fail?". Luckily, Keane, Inc. has had over 40 years to answer that question, and a lot of the answers are in this book. The six principles of productivity management are meant to guide aspiring project managers and consultants to avoid the pitfalls of bad project management. I followed them, and still follow them, to amazing success. I keep referring to this book, and the principles in it, throughout my career. The only reason I didn't give it five stars is one: it needs to be updated. Not that the principles have changed throughout the years, but a little brush off and revision would do a world of good. Like an old wine, this book just keeps getting better and better.
Rating:
Summary: A project management classic
Review: I worked for Keane back in the mid 1990's. I received a copy of this book from Keane, Inc. to help me with my consulting assignments. The book was written in response to the question "why do software projects fail?". Luckily, Keane, Inc. has had over 40 years to answer that question, and a lot of the answers are in this book. The six principles of productivity management are meant to guide aspiring project managers and consultants to avoid the pitfalls of bad project management. I followed them, and still follow them, to amazing success. I keep referring to this book, and the principles in it, throughout my career. The only reason I didn't give it five stars is one: it needs to be updated. Not that the principles have changed throughout the years, but a little brush off and revision would do a world of good. Like an old wine, this book just keeps getting better and better.
Rating: 
Summary: Simple, but not in a bad way
Review: The book is highly opinionated and tends to be more of a traing manual than a text book. Pieces of the productivity management process are displayed nicely most of the time, but occasionally seem to state the obvious multiple times while not addressing more difficult issues in staffing. The book could be divided into 2 parts more logically and one of them being 'organizing productivity management' and the other 'being a good manager of a team' or at least separated within the book. Overall the book is fine if you are needing to see in print what you should already know if you're a manager, or if you have never thought about managing projects before. It isn't a complete waste of money whatever your knowledge is though since it does have Maslow's hiarchy of needs in it.
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