Spreadsheets are wonderful tools. They help us track what is, they help us figure out what was, and they
help us predict what will be. Despite the popularity of spreadsheets, despite their wide use, and despite our familiarity
with them, most of us receive only a fraction of the benefit we could derive from our work with spreadsheets.
This Hyperbook — a stand-alone Web site you read with your Web browser — is packed with tips, techniques, and dozens of worked examples that show you:
The overall philosophy is that you shouldn't need a Ph.D. to create a high-value business model that lets you predict the performance of a business process. A simple spreadsheet model is probably good enough for most business purposes, given the rapid pace of change in today's markets. But when you do make a model, it should be easy to understand and maintain, and it should be right.
New and Updated for the
2007-2008 Academic Year!This
hyperbook is based on a course called Spreadsheet Models for Managers, which I
began developing at the Harvard Extension School in 1993, is based on a course I
conceived and which I've taught there every year since then. At Harvard, and wherever I've taught the course, I've had the
benefit of questions, complaints, wishes and criticism from hundreds of students.
This is a course about using spreadsheets to model businesses and business processes, from the perspective of a manager. It emphasizes both the modeling techniques, and the process of modeling itself. That is, we're not only interested in building models that managers need, but we want to build them in ways that are easily managed, and that give reliable and cost-effective results.
In the form of a stand-alone Web site, it includes dozens of worked examples and homework problems, with solutions. Not just descriptions of solutions (though we include that, too) — actual Excel workbooks. Moreover, the solutions are far more than just answers. They come complete with narrative explanations which discuss alternatives and tradeoffs of different approaches. And when more than one approach is possible and instructive, the solution includes both.
Here's a sampling of topics:
On line edition, one-month subscription for USD 69.95:
| Order "Spreadsheet Models for Managers, on-line edition, one month" by credit card, for each, using our secure server, and receive download instructions by return email. |
| Or if you prefer, you can order through Google Checkout. |
On line edition, three-month subscription for USD 199.00:
| Order "Spreadsheet Models for Managers, on-line edition, three months" by credit card, for each, using our secure server, and receive download instructions by return email. |
| Or if you prefer, you can order through Google Checkout. |
Downloadable hyperbook edition for USD 199.00:
| Order "Spreadsheet Models for Managers, downloadable hyperbook Edition" by credit card, for each, using our secure server, and receive download instructions by return email. |
| Or if you prefer, you can order through Google Checkout. |
Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. Check it out!
Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. Check it out!