Bryan Smith has specialised in management development, working for a variety of organizations including Cummins Ltd, British Timken, the Manpower Services Commission and GEC. In 1984 he joined Sundridge Park Management Centre, where he was Director of Studies until 1995 and is now Associate Director as well as an independent consultant. He has written and lectured widely on management development and is editor of Industrial and Commercial Training. Bob Dodds is a client director at Sundridge Park Management Centre. His current responsibilities include using project work to accelerate the transfer of learning to the workplace and designing and delivering programmes for a multicultural audience. His previous career involved sales, marketing and consultancy in the computer, communications and software industries.

'Project-based learning is, I believe, the most effective way to develop managers, but it comes in many different forms, some of them rather wasteful of time and money. This extremely useful, and very readable, compendium of good advice and examples of good practice will help those managing project-based learning programmes to ensure that the managers being developed get the most out of their projects.' Sir Michael Bett CBE, President, Institute of Personnel and Development 'Practical insight and solid advice on project-based management development - a long-felt need! The guidance provided in this book will save us thousands in our budgets.' Jean Lawrence, Chair, International Foundation for Action Learning 'This book very effectively fills an important gap in the management development literature. Projects are an increasingly important development tool but one that is little researched or written about. The authors have done an excellent job in researching and codifying their own and others’ experience to produce a comprehensive handbook for all people development specialists.' Peter Beddowes, Management Training Director, Guinness PLC 'This book will help to minimise the pain for anyone charged with the challenge of introducing effective management development into an organisation.' Croner’s A-Z Guide for HRM Professionals 'I found this a clear, concise, easy to read book, full of considerable practical advice that has been proven in practice. Well recommended.' Training Officer ' ... the most important and pleasing elements of the book are the real-life examples and case studies. These are wonderfully pieced together and engaging. The examples are clear, concise, and brought alive by the types of valid issues the target audience will value. The authors manage to strike the right balance between case studies and discourse.' IT Training 'The prime virtues of the book lie in the large number of case histories and specific illustrati

• Contents: Part I Inputs: Why projects?; Appendix - Honey and Mumford learning styles; The management development context; Planning a programme; The value of projects on public programmes; Appendices - The younger manager programme, Developing tomorrow’s top managers. Part II Outcomes: Six case histories; Appendix - The Pacific Rim project; Strategic management at Allied Domecq; Developing younger managers with ICI; Appendices - Using technology to analyse outcomes, Extracts from questionnaire to project owner; In-company programmes; Public sector projects; The international dimension; Epilogue - The project oriented organization; Index.

Bryan Smith has specialised in management development, working for a variety of organizations including Cummins Ltd, British Timken, the Manpower Services Commission and GEC. In 1984 he joined Sundridge Park Management Centre, where he was Director of Studies until 1995 and is now Associate Director as well as an independent consultant. He has written and lectured widely on management development and is editor of Industrial and Commercial Training. Bob Dodds is a client director at Sundridge Park Management Centre. His current responsibilities include using project work to accelerate the transfer of learning to the workplace and designing and delivering programmes for a multicultural audience. His previous career involved sales, marketing and consultancy in the computer, communications and software industries.

'Project-based learning is, I believe, the most effective way to develop managers, but it comes in many different forms, some of them rather wasteful of time and money. This extremely useful, and very readable, compendium of good advice and examples of good practice will help those managing project-based learning programmes to ensure that the managers being developed get the most out of their projects.' Sir Michael Bett CBE, President, Institute of Personnel and Development 'Practical insight and solid advice on project-based management development - a long-felt need! The guidance provided in this book will save us thousands in our budgets.' Jean Lawrence, Chair, International Foundation for Action Learning 'This book very effectively fills an important gap in the management development literature. Projects are an increasingly important development tool but one that is little researched or written about. The authors have done an excellent job in researching and codifying their own and others’ experience to produce a comprehensive handbook for all people development specialists.' Peter Beddowes, Management Training Director, Guinness PLC 'This book will help to minimise the pain for anyone charged with the challenge of introducing effective management development into an organisation.' Croner’s A-Z Guide for HRM Professionals 'I found this a clear, concise, easy to read book, full of considerable practical advice that has been proven in practice. Well recommended.' Training Officer ' ... the most important and pleasing elements of the book are the real-life examples and case studies. These are wonderfully pieced together and engaging. The examples are clear, concise, and brought alive by the types of valid issues the target audience will value. The authors manage to strike the right balance between case studies and discourse.' IT Training 'The prime virtues of the book lie in the large number of case histories and specific illustrati

• Contents: Part I Inputs: Why projects?; Appendix - Honey and Mumford learning styles; The management development context; Planning a programme; The value of projects on public programmes; Appendices - The younger manager programme, Developing tomorrow’s top managers. Part II Outcomes: Six case histories; Appendix - The Pacific Rim project; Strategic management at Allied Domecq; Developing younger managers with ICI; Appendices - Using technology to analyse outcomes, Extracts from questionnaire to project owner; In-company programmes; Public sector projects; The international dimension; Epilogue - The project oriented organization; Index.

Bryan Smith has specialised in management development, working for a variety of organizations including Cummins Ltd, British Timken, the Manpower Services Commission and GEC. In 1984 he joined Sundridge Park Management Centre, where he was Director of Studies until 1995 and is now Associate Director as well as an independent consultant. He has written and lectured widely on management development and is editor of Industrial and Commercial Training. Bob Dodds is a client director at Sundridge Park Management Centre. His current responsibilities include using project work to accelerate the transfer of learning to the workplace and designing and delivering programmes for a multicultural audience. His previous career involved sales, marketing and consultancy in the computer, communications and software industries.

'Project-based learning is, I believe, the most effective way to develop managers, but it comes in many different forms, some of them rather wasteful of time and money. This extremely useful, and very readable, compendium of good advice and examples of good practice will help those managing project-based learning programmes to ensure that the managers being developed get the most out of their projects.' Sir Michael Bett CBE, President, Institute of Personnel and Development 'Practical insight and solid advice on project-based management development - a long-felt need! The guidance provided in this book will save us thousands in our budgets.' Jean Lawrence, Chair, International Foundation for Action Learning 'This book very effectively fills an important gap in the management development literature. Projects are an increasingly important development tool but one that is little researched or written about. The authors have done an excellent job in researching and codifying their own and others’ experience to produce a comprehensive handbook for all people development specialists.' Peter Beddowes, Management Training Director, Guinness PLC 'This book will help to minimise the pain for anyone charged with the challenge of introducing effective management development into an organisation.' Croner’s A-Z Guide for HRM Professionals 'I found this a clear, concise, easy to read book, full of considerable practical advice that has been proven in practice. Well recommended.' Training Officer ' ... the most important and pleasing elements of the book are the real-life examples and case studies. These are wonderfully pieced together and engaging. The examples are clear, concise, and brought alive by the types of valid issues the target audience will value. The authors manage to strike the right balance between case studies and discourse.' IT Training 'The prime virtues of the book lie in the large number of case histories and specific illustrati

• Contents: Part I Inputs: Why projects?; Appendix - Honey and Mumford learning styles; The management development context; Planning a programme; The value of projects on public programmes; Appendices - The younger manager programme, Developing tomorrow’s top managers. Part II Outcomes: Six case histories; Appendix - The Pacific Rim project; Strategic management at Allied Domecq; Developing younger managers with ICI; Appendices - Using technology to analyse outcomes, Extracts from questionnaire to project owner; In-company programmes; Public sector projects; The international dimension; Epilogue - The project oriented organization; Index.