Situational Project Management The Dynamics of Success and Failure 1st edition by Oliver Lehmann – Ebook PDF Instant Download/Delivery: 1315353679, 9781315353678
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ISBN 10: 1315353679
ISBN 13: 9781315353678
Author: Oliver Lehmann
Most project managers would agree that every project is unique. But not all project managers would agree that the best way to manage a unique project is unique. Many still cling to the old practice of having a methodology that is applied to all projects. “One size fits all” is still in common use, and this approach has proven to lead to project failure. Flexibility, situational intelligence, and creativity are essential to deliver project success. The need to recognize and master ever-changing requirements and environmental conditions is a tough challenge for professional project managers. The same practices that led to success yesterday may cause failure today. Selecting favorable responses to a given situation is often the most critical factor of the dynamics of success and failure. This book is designed to help project professionals assess a situation, predict the appropriate approach, methodology and achieving styles, and then apply them in a situational fashion. To guide project managers in selecting the appropriate responses, Situational Project Management (SitPM) shows how to assess a given project, determine its unique characteristics, and select the appropriate methods to complete the project. With this book, projects managers can use SitPM to develop profiles of their projects on the basis of the projects’ physical characteristics, the project teams’ behavioral characteristics, the enterprise environment, and the market environments receiving project deliverables. These profiles help project managers to determine the appropriate project life cycle approach and leadership style. The book also explores various ways to engage stakeholders on the basis of a project’s SitPM profile. The book’s author, Oliver F. Lehmann, has developed a set of templates to apply SitPM in practice. It can be downloaded from www.oliverlehmann.com/SitPM/Templates.zip.
Situational Project Management The Dynamics of Success and Failure 1st Table of contents:
Chapter 1 The Situational View on Project Management
1.1 Introductory Questions
1.2 The Purpose of This Book
1.3 A Primer on Project Management
1.4 Project Management Today
1.4.1 Speed of Change
1.4.2 Open Skill Versus Closed Skill
1.4.3 Staged Deliveries and Multiple Deadlines
1.4.4 The Growing Significance of Stakeholder Orientation
1.4.5 Availability of Resources as a Core Uncertainty
1.4.6 New Requirements on Procurement in Complex Multi-Tier Supply Networks
1.4.7 New Approaches Continue to Emerge
1.5 How We Are Seen by Others
1.6 The Complex Dynamics of Success and Failure
1.7 Standardization and Certification in Project Management
1.8 Terminology Traps
1st Definition—Owners of Tangible Investments
2nd Definition—Owners of Tangible and Intangible Investments
3rd Definition—Persons, Groups, and Organizations that Potentially Interact with the Project
4th Definition—Stakeholders by Selection
1.9 Navigating between Monsters
Chapter 2 Digging Deeper
2.1 Introductory Questions
2.2 A Major Distinction
2.2.1 Internal Projects
2.2.2 Customer Projects
2.2.3 Capital Projects
2.2.4 “Razor-and-Blade” Projects (or Freebie Projects)
2.2.5 The Same Methods for Different Types of Projects?
2.2.6 Conclusion
2.3 What Is the Matrix?
2.4 The Economics of Attention
2.5 How Project Managers Learn
2.6 Game Theory for Project Managers—A Brief Introduction
2.6.1 Two-Players’ Games
2.6.2 Multi-Players’ Games 1: The Tragedy of the Commons
2.6.2 Multi-Players’ Games 2: The Dilemma of the Concurrent Investments
2.6.3 Hope for Our Projects
Chapter 3 A Typology of Projects
3.1 Introductory Questions
3.2 Best Practice Approaches vs. SitPM
3.3 A Research Project
3.3.1 The First Objective: Develop a Typology
3.4 Mark 1 Projects and Mark n Projects
3.5 Greenfield Projects and Brownfield Projects
3.6 Siloed Projects and Solid Projects
3.7 Blurred Projects and Focused Projects
3.8 High-Impact Projects and Low-Impact Projects
3.9 Customer Projects and Internal Projects
3.10 Stand-Alone Projects and Satellite Projects
3.11 Predictable Projects and Exploratory Projects
3.11.1 Predictable Projects
3.11.2 Exploratory Projects
3.11.3 Projects with Frequently Changing Requirements
3.12 Composed Projects and Decomposed Projects
3.13 Further Types of Projects
3.13.1 Engineers’ Projects and Gardeners’ Projects
3.13.2 Discretionary Projects and Mandatory Projects
3.13.3 Single-Handover Projects and Multiple-Handover Projects
3.13.4 No-Deadline Projects, Single-Deadline Projects, and Multiple-Deadline Projects
3.13.5 One-Shot Projects vs. Multi-Shot Projects
Chapter 4 Practices for SitPM
4.1 Introductory Questions
4.2 Lifecycle Approaches
4.3 Agile Approaches
4.4 Waterfall Approaches
4.5 Rolling Wave Approaches
4.6 Connective Leadership and Achieving Styles
4.6.1 The Lipman-Blumen Achieving Styles Model
Direct Styles
Instrumental Styles
Relational Styles
4.6.2 Application of the Lipman-Blumen Achieving Styles
4.6.3 Real-Life Examples and Application in Project Management
4.7 Favorable and Detrimental Practices
4.7.1 How Can the Following Information Be Used Best?
Mark 1 Projects and Mark n Projects
Greenfield Projects and Brownfield Projects
Siloed Projects and Solid Projects
Blurred Projects and Focused Projects
High-Impact Projects and Low-Impact Projects
Customer Projects and Internal Projects
Stand-Alone Projects and Satellite Projects
Predictable Projects and Exploratory Projects
Composed Projects and Decomposed Projects
Chapter 5 Some Basic Tools for SitPM
5.1 Introductory Questions
5.2 Stakeholder Force-Field Analysis (StaFFA)
5.3 Benefit Engineering
5.4 Pressure-Free Estimating
5.5 Protective Change Request Management Process
5.6 Registers
5.6.1 The Assumptions Register
5.6.2 The Constraints Register
5.6.3 Requirements Register
5.7 Meetings
5.8 Scrum
5.9 PDM Network Diagramming
5.10 Situational Project Scheduling
5.11 Staged Response Diagram (SRD)
5.12 The Stakeholder Attitudes Influence Chart
5.13 Turturism, Private Settings, and Leadership
Chapter 6 Leadership and the Dynamics of Success and Failure
6.1 So, What Is Leadership?
6.2 As Project Leaders, What Should We Do?
Appendix A: Answers to Introductory Questions
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Appendix B: Traps in Terminology
Appendix C: What Practitioners and Experts Say
Appendix D: Twelve Suggestions for Situational Project Managers
Glossary
References
Index
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Tags: Oliver Lehmann, Situational Project, Success and Failure, The Dynamics