Further Advances in Project Management: Guided Exploration in Unfamiliar Landscapes (Paperback) book cover

Further Advances in Project Management

Guided Exploration in Unfamiliar Landscapes

Edited by Darren Dalcher

© 2017 – Routledge

290 pages | 29 B/W Illus.

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pub: 2016-12-08
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Description

Projects are ubiquitous to modern society, yet, concerns around successful delivery, value realisation, resilience and making change stick force a significant re-evaluation of the scope and extent of the ‘normal’ project discourse. The common thread for all of this is around capabilities, skills, attitudes, values and perspectives that are needed for successful delivery and the sustained realisation of interest, relationships, benefit, value and impact.

The chapters collated in this volume bring together leading authorities on topics that are relevant to the management, leadership, governance and delivery of projects. Topics include people, communication, ethics, change management, value realisation, benefits, complexity, decision-making, project assurance, communication, knowledge management, big data, project requirements, business architecture, stakeholder engagement, strategy, users, systems thinking and resilience.

The main aims of the collection are to reflect on the state of practice within the discipline; to propose new extensions and additions to good practice; to offer new insights and perspectives; to distil new knowledge; and to provide a way of sampling a range of the most promising ideas, perspectives and styles of writing from some of the leading thinkers and practitioners in the discipline.

Table of Contents

1. Quality From Quality to the Pursuit of Excellent (Darren Dalcher) The Best Practices of Managing Quality in Projects (Ron Basu)

2. Ethics Professionalism, Ethics and the Freedom to Ask the Right Questions (Darren Dalcher) Asking Why? – Ethics, Engineering and Project Management (Michael Cavanagh)

3. Complexity

The Complexity Dialogues: ‘Complicated’ and ‘Complex’ – the Management Difference (Darren Dalcher, Kaye Remington and Michael Cavanagh)

4. Organisational Change Managing Change: Organisations, People and the Search for Perfection (Darren Dalcher) Managing Value in Organisations: New Learning, Management and Business Models – Why We Need Them (Donal Carroll)

5. Finance Project Economics: Wishful Thinking, Conspiracy of Optimism or Self-fulfilling Prophecy? (Darren Dalcher) Let in the Light on Project Finances (Derek Salkeld)

6. Hyperthinking Seeing Change: The Power to Think in New Ways (Darren Dalcher) New Mindset for a New Age (Philip Weiss)

7. Memory When People Make Decisions: Thinking and Deciding in Projects (Darren Dalcher) Memory and Project Mental Errors (Lev Virine, Michael Trumper and Eugenia Virine)

8. Beyond Goals Whatever Happened To Management By Objectives? Learning to Look Beyond Goals (Darren Dalcher) Insights From Beyond Goals (Susan David, David Clutterbuck and David Megginson)

9. Requirements Who Needs Project Requirements? (Darren Dalcher) Developing the Systems Requirements for a Local Health Care system in Cameroon (Mario Kossman)

10. Communication Too Little, Too Late, Or Too Much, Too Early: Are We Paying Enough Attention to Stakeholders? (Darren Dalcher) Rolling Back From the Power/Interest Matrix: A New Approach for Role Based Stakeholder Engagement in Projects (Lou Horton and Ann Pilkington)

11. Knowledge Making Knowledge Count: Where to Find Meaningful Information? (Darren Dalcher) Project Performance: Improving Our Understanding Through the Sharing of Lessons Learned (Robert Chapman)

12. Big Data In Data We Trust: Establishing the Value of Information, big Data and Analytics (Darren Dalcher) Realising Value out of Big Data through Small Data (Roel Wolfert and Roger Davies)

13. Urgency Learning to Deal with Emergencies: what the Project Management Bodies of Knowledge Don’t Tell Us (Darren Dalcher) Managing the Urgent and Unexpected (Stephen Wearne and Keith White-Hunt)

14. Users For whose Benefit? Reclaiming the Role of Users in Projects (Darren Dalcher) There are No Shortcuts From Projects to Benefits (Phil Driver and Ian Seath)

15. Assurance Not by Accident: Revisiting Quality Management (Darren Dalcher) Cost of Quality for construction Projects: a Fresh Look (Ron Basu)

16. Suppliers Whose Success is it Anyway? Rethinking the role of Suppliers in Projects (Darren Dalcher) Does One Size Really Fit All? (Adrian Taggart)

17. Architecture There is Nothing so Permanent as Temporary: Some Thoughts on Adapting Project Structures (Darren Dalcher) Managing Change in Complex Environments (Jonathan Whelan)

18. Value The Sprint or the Marathon? Finding a Metaphor to Account for Value in Projects and Programmes (Darren Dalcher) From Earned Value to Value Realisation: From Managing Projects to Managing Business Outcomes in change Programmes (Roger Davies and Roel Wolfert)

19. Stakeholders Here Comes Everybody: Reframing the Stakeholder Concept When Just About Anyone can Become Your Stakeholder (Darren Dalcher) What Stakeholder Management Should Learn from Sales and Marketing (Jake Holloway)

20. Resilience Resilience as Bouncing Forward: Developing the Capability to Cope When Bouncing Back is no Longer Sufficient (Darren Dalcher) Project Resilience—Moving Beyond Traditional Risk Management (Elmar Kutsch and Neil Turner)

21. Systems Thinking Complexity, Projects and systems: Just Going Around in Circles? (Darren Dalcher) Systemic Thinking as a Mechanism for Managing Risk Arising from Behavioural Complexity on Major Projects (Tony Llewellyn)

22. People

Progress Through People: The Study of Projects as if People Mattered (Darren Dalcher)

Successful Projects and the Eight Compelling Behaviours (Martin Price)

Conclusion—Project Management Insights: The Road Less Travelled

About the Editor

Darren Dalcher is Professor of Project Management at the University of Hertfordshire, Visiting Professor at the University of Iceland and Adjunct Professor at the Lille Graduate School of Management (SKEMA). He is the founder and Director of the National Centre for Project Management (NCPM), an interdisciplinary centre of excellence operating in collaboration with industry, government, charities, NGOs and the learned societies.

About the Series

Advances in Project Management

Project management has become a key competence for most organisations in the public and private sectors. Driven by recent business trends such as fewer management layers, greater flexibility, increasing geographical distribution and more project-based work, project management has grown beyond its roots in the construction, engineering and aerospace industries to transform the service, financial, computer, and general management sectors. In fact, a Fortune article rated project management as the number one career choice at the beginning of the 21st century. Yet many organizations have struggled in applying the traditional models of project management to their new projects in the global environment. Project management offers a framework to help organisations to transform their mainstream operations and service performance. It is viewed as a way of organising for the future. Moreover, in an increasingly busy, stressful, and uncertain world it has become necessary to manage several projects successfully at the same time. According to some estimates the world annually spends well over $10 trillion (US) on projects. In the UK alone, more than £250 billion is spent on projects every year. Up to half of these projects fail! A major ingredient in the build-up leading to failure is often cited as the lack of adequate project management knowledge and experience. Some organizations have responded to this situation by trying to improve the understanding and capability of their managers and employees who are introduced to projects, as well as their experienced project managers in an attempt to enhance their competence and capability in this area. Advances in Project Management provides short, state of play, guides to the main aspects of the new emerging applications including: maturity models, agile projects, extreme projects, six sigma and projects, human factors and leadership in projects, project governance, value management, virtual teams, project benefits.

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Subject Categories

BISAC Subject Codes/Headings:
BUS049000
BUSINESS & ECONOMICS / Operations Research
BUS079000
BUSINESS & ECONOMICS / Government & Business
BUS101000
BUSINESS & ECONOMICS / Project Management