Comments about Martin Price's 'The Single Minded Project

‘If ever a book were written better equipped to stimulate you to "think about your thinking" when it comes to projects, programmes and the changes they bring; I have yet to find it. Martin puts forward not only a collection of ideas that reach out and grab your attention, but also a number of subtle suggestions which sow the seeds of change in your attitude. This is one of those rare books which you will love to own and cherish more.’

Paul Hodgkins, Executive Director, Paul Hodgkins Project Consultancy

‘Martin Price’s insights into what drives a project – its pace of progress – makes a compelling case for the importance of resilience, persistence, adaptation and other behaviours whose influences over project outcomes often go unrecognized, or are ignored in focusing on more formal processes and methodology. The Single Minded Project shows how those behaviours can be harnessed to achieve the results that organizations seek from their projects.’

Ian Whittingham, ProjectManagement.com

‘Martin's fresh perspective to project management, a discipline still viewed as systemic and process driven, is based on an organizational paradigm of people first. Through history, projects have been used to transform difficult situations. Martin discusses why the human aspects are so important in projects and the project player’s role in delivering change in adversity, introducing innovation, adapting and driving pace and performance. This is a must read.’

Mark Kozak-Holland, Lessons-from-History

‘It is refreshing to find a book on project management devoted entirely to how people work together and the impact this has on the success (or otherwise) of the endeavour at hand. Organisation structures and politics, individual capabilities and personalities are examined in the context of project delivery to provide a thought provoking read. Recommended.’

Nicola Wadham, Programme Director, FTSE 50 Company

‘In The Single Minded Project, Martin Price has identified an aspect of project management that has been neglected by the professional bodies, courses, and other authors. He has identified and discussed the need for real collaboration, and he has provided guidance on how this can be achieved. Much of the published literature treats project team members as mechanistic resources, to be obtained, trained to perform, assigned to work to which they are suited, and terminated when the work is complete. Stakeholders are treated merely as sources and sinks for information. This book recognises the essential human component of team members and stakeholders. How can they work together as a single mind, to plan, to deliver, to respond to change, to deliver value? This book points out the difference between a culture where team members and stakeholders "respond to adequate information" and one where they "engage in successful delivery".’

John Greenwood, Regional Risk Management Lead, Fortune 500 Global IT Services Company