Tony Gruebl

The Red Pill Executive offers operating executives and small business owners’ fresh insight into the grooming of their frontline managers who carry out critical initiatives. This new paradigm unlocks massive potential for Operations Executives and their team members who have courage to embrace them. It showcases a new way of thinking that empowers operators to capture value and corrects the one-size-fits-all approach created by the project management industry in reaction to massive project… Show more

The Red Pill Executive offers operating executives and small business owners’ fresh insight into the grooming of their frontline managers who carry out critical initiatives. This new paradigm unlocks massive potential for Operations Executives and their team members who have courage to embrace them. It showcases a new way of thinking that empowers operators to capture value and corrects the one-size-fits-all approach created by the project management industry in reaction to massive project failure. In The Red Pill Executive, Tony, Jeff, and Bryan use a straight-talking style and movie metaphors from The Matrix, Rocky, The Edge of Tomorrow, etc., to deliver their results in an engaging and readable style. Show less

Part of being an effective project manager is in understanding that much often needs to be done in a short period of time. Most Project Managers are good at this naturally, but they also have unique challenges. Yet, time management for both the PM and the team, regardless of how much actually gets done, is sometimes ineffective. The problem has everything to do with time management and yet getting better at time management does not fix it. Asking tough questions about strategic alignment… Show more

Part of being an effective project manager is in understanding that much often needs to be done in a short period of time. Most Project Managers are good at this naturally, but they also have unique challenges. Yet, time management for both the PM and the team, regardless of how much actually gets done, is sometimes ineffective. The problem has everything to do with time management and yet getting better at time management does not fix it. Asking tough questions about strategic alignment is the answer and achieving this makes small improvements highly impactful in the effectiveness of project management. Show less

The practical use of the triple constraints (or Iron Triangle), as a framework for managing projects, is not just limited and incomplete, it is negatively affecting the performance of project managers, project quality, and the success of projects.

The notion of a relationship between time, cost, and scope/quality is a simple construct that is good and useful when articulating the fundamental ideas of project constraints. It can even facilitate discussions around comparing projects… Show more

The practical use of the triple constraints (or Iron Triangle), as a framework for managing projects, is not just limited and incomplete, it is negatively affecting the performance of project managers, project quality, and the success of projects.

The notion of a relationship between time, cost, and scope/quality is a simple construct that is good and useful when articulating the fundamental ideas of project constraints. It can even facilitate discussions around comparing projects constraints (i.e., strong, middle and weak); however, it is rudimentary and lacks the depth needed to truly manage project constraints and ultimately project outcomes.
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“When the going gets tough, they call for the sons of bitches! — Admiral Ernest King (attributed) It’s a sad fact that most projects fail — as many as 70% according to one well known study. Those failed projects cost billions of dollars. You’ve hired certified project managers and implemented project management techniques, and yet you still don’t have the success you need. BARE KNUCKLED PROJECT MANAGEMENT has the answer. Of course, there are lots of management philosophies that tell you that if… Show more

“When the going gets tough, they call for the sons of bitches! — Admiral Ernest King (attributed) It’s a sad fact that most projects fail — as many as 70% according to one well known study. Those failed projects cost billions of dollars. You’ve hired certified project managers and implemented project management techniques, and yet you still don’t have the success you need. BARE KNUCKLED PROJECT MANAGEMENT has the answer. Of course, there are lots of management philosophies that tell you that if you just follow a few simple rules, you’ll have perfect results. But it’s never that simple, and we know it. The bare-knuckled approach to project management is all about the people. Anybody can swing a bat, but that doesn’t mean anybody can be a major leaguer. It’s all about the person. It takes talent, temperament, training, experience, and aptitude to achieve greatness. And make no mistake, for great projects, you need a great project manager — someone who isn’t afraid to do what it takes to get the job done. You need a Bare-Knuckled Project Manager, someone not afraid to ruffle a few feathers, make hard decisions, and speak unpleasant truths to people who don’t always want to hear bad news. In this powerful book, you’ll learn: *** The key reasons projects fail, and the simple steps needed to avoid the most common mistakes. *** How the “three sided table” approach empowers project managers, customers, and teams to do excellent work. *** How to become a Bare-Knuckled Project Manager, and how to groom others. *** How to handle conflict and communication like a pro. *** How the “Kranz Dictum” that saved NASA’s Apollo Program can save your most troubled projects. *** How to transform the organization using the Bare Knuckle approach. You’ll experience the “no nonsense” approach to project management: what matters, what doesn’t, and how to tell the difference. BARE KNUCKLED PROJECT MANAGEMENT is the one guide you need to achieve real project results! Show less