The One Page Project Manager is an academic discipline, a business activity, and a strategy, indeed a profession. Some magazines and newsletters publish nothing but articles about it. A small library could be compiled consisting exclusively of books about it. There are training sessions, seminars and certifications that focus on project management. Dozens of universities offer Masters degrees in the discipline, and a few offer Ph.D. degrees.

It might seem everything there is to know about project management already exists. But The One-Page Project Manager is something different. It is about communicating with those who are not part of the project, both inside and outside the organization. This constituency includes: the board of directors, senior management, suppliers, customers, superiors and subordinates indirectly involved with the project or its outcome, and others.

No other book on the market addresses the need of project managers to communicate with those not directly part of their projects. There’s lots written about “communications management,” but such discussions almost invariably involve how to communicate between members of the project team. Little is written about communicating to corporate management and even less about how to communicate in a way that accommodates management’s need for brevity and ease of understanding. The One-Page Project Manager is a tool that was designed, from the beginning, as a way to engage upper management and make its job easier.

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