I could have phrased it better, but my point is that no single book on management can reliably make people into good managers, any more than a single book on engineering can make people into good engineers.
Some people may say some points are common sense, but when you condense your personal perspective it adds the depth of your experience without having to write a book.
When managers of unrelated industries come up with some similar preferred practices, that can show fair agreement that it's more likely to be worthwhile.
People need to realize there are lots of companies that fail on almost all of the eleven points you have here, and if the right key person were to just take your page to heart and follow it with action it would be like a breath of fresh air across the entire project environment.
