Managerial-finance

This is a collection of theories from the business literature about the behavior of people in organizations and the organizational forms it engenders. In addition, a gentle introduction to economic concepts from choice theory and game theory is given. The book does not really achieve a synthesis of the different ideas presented, even though the authors attempt to tie the approaches together in the chapter introductions and the (weak) conclusion. Deeper insights are perhaps not possible at this level of presentation. Redeeming features are the clear and readable exposition of each theory, and the well-chosen examples. The book works well as an initial primer for economists about business research on organizations and strategic management. For this purpose, I would recommend it, since the coverage is fairly complete and, though not formal, cogent and to-the-point.

This book covers the different economic approaches to organizations, such as behavioral theory, agency theory, transaction cost economics, economic contributions to strategic management and evolutionary theory. It's a great, not too technical economic work. This book assumes no previous knowledge of economics, which makes it ideal for students. It is backed up by clear examples from day-to-day business life. The only minor point to this work is its rather dull outlook. Still, I would recommend it!

Having actually been a CFO, I was excited to learn how I might improve on how I do things, challenge any old thinking I had picked up, etc. However, this book says nothing new. In fact, it says almost nothing at all.

PwC has assembled a collection of jargon and case studies that are so high-level as to be of no use. I give it one star instead of zero because the eCFO checklists at the end of each chapter are, in fact, useful in terms of giving you some things to think about -- but you don't need to buy the whole book just for that. Check it out at the library -- better yet, just make photocopies of the checklists.

Is this book also an indication of what you get by hiring PwC consultants?

For a real CFO, this one is actually too heavy to read through. As for the practician, although graced with beautiful charts and diagrams, it ain't provide any real beef, either. It is a sample of "anything about nothing and nothing about anything". Vague!

The gang at PricewaterhouseCoopers discusses the chief financial officer's role in the changing corporate landscape. The eCFO is no longer only involved with financial management, but must become an internal venture capitalist, opportunity seeker and risk taker who works closely with the CEO to anticipate trends, recommend new enterprises and manage company investments as a portfolio of financial ventures. The authors draw on in-depth interviews with leading CFOs, case studies, independent research and analysis of the latest best practices. Though charts, bullets and boxes impart a textbook flavor, and the trend material is a little familiar, the book is generally solid and informative. We from getAbstract suggest it to CFOs and CEOs who need that "e" awareness, or to any manager who is trying to drag the boss into the 21st century, or even the 20th.

To read this book is a waste of time, to buy it is a waste of money. Too much of it is common sense (given that project management is to a good degree made of common sense) and not specifically adjusted to E-Business/ERP projects. The general approach is to do everything faster, but the authors forget that changing volume or quantity of work is affecting the quality too. To take one step out of a 'normal' project plan (realization) and rename it 'rapid implementation' is not enough to live up to the new (and old) challenges that come with implementing E-business and/or ERP solutions. The title of the book is misleading, as the authors are not presenting approaches that should be taken by project managers faced with such an implementation. No specific risks or solutions are laid out that come with such an implementation i.e. interface development, integrating different applications, data exchange etc. If you are an experienced project manager looking for a guidebook this book tells you nothing new, if you are an aspiring project manager this book is not providing enough.

Implementing new software into your company's core businesses processes is a painful procedure. Technically challenged readers might well find some pain in the pages of this book, but the agony is no fault of the author. The topic at hand, integrating new software applications packages with current systems, is one of the most complex and difficult challenges in all of business. We from getAbstract recommend that you take your medicine like a man (or a woman) and read this comprehensive guide to meshing new software with your old business. You are sure to benefit from its practical strategies and management techniques, as will your company.

This book covers what it takes to successfully manage a rapid implementation project for any enterprise-wide application. It does so in a structured and realistic manner that addresses risks, critical success factors and common deliverables. Project management is much more than common sense - it requires a process and skillful use of PM techniques, such as those contained in PMI's Project Management Body of Knowledge (PMBOK). This is reinforced by the appalling number of IT projects that either fail or are cancelled. While this book doesn't go deeply into specific PM techniques, nor does it especially align to the PMBOK, it does provide a realistic framework. It also gives a complete list of risks and barriers to success that you'll encounter in ERP and other complex systems projects.

I especially like the way the author decomposes the systems into layers and the project approach into phases. These allow you to step back and see the big picture, and to do a better job of estimating scope, complexity and required resources before embarking on the project. The project management approach itself is solid, and is linked to critical success factors that will make or break any project. He also provides excellent advice on team management, and especially team communications and cross functions.

Managing complex projects are not easy, and this book contains no short cuts. It does show you how to plan and control a rapid implementation project for any enterprise system, and if the advice and general approach provided in this book is heeded and followed your chances for success will be dramatically improved. Just don't let anyone who thinks it's a matter of plain common sense anywhere near the project because you'll find the project to be just another statistic in the boneyard of failed IT projects.