Leading the Project Revolution: Reframing the Human Dynamics of Successful Projects, 1st Edition (Hardback) book cover

Leading the Project Revolution

Reframing the Human Dynamics of Successful Projects, 1st Edition

Edited by Darren Dalcher


210 pages

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Hardback: 9780367028732
pub: 2019-02-18
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pub: 2019-02-25
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People play a vital part in the success of projects, initiatives and organisations, yet traditional project management sources offer limited guidance and insights that extend beyond technical roles and prescriptions. Leading the Project Revolution delves into the dynamics of people, teams and organisations exploring their impact on leadership, strategy, success and achievement.

The book offers a progressive agenda for improving project practice, enabling the dialogue to advance from the typical coverage of static toolsets towards an understanding of flexible mindsets. Flexibility, agility and resilience are addressed as the social, cultural and complexity dimensions of leadership, strategy, organisations and project execution are examined and practical insights are synthesised into pragmatic models and frameworks.

The volume brings together some of the best writing by leading authorities on teams, leadership, corporate culture, human behaviour, organisational dynamics, psychology, complexity, strategy, execution, innovation, social media and decision sourcing.

Table of Contents

List of Figures and Tables, About the Editor, Notes on Contributors, Introduction, In search of a revolution: From toolsets to mindsets, Darren Dalcher, 1.0 Leadership, The Leaders we deserve? Darren Dalcher, Developing leadership agility: Different projects, different approaches, Ron Meyer and Ronald Meijers, 2.0 Perspective, A question of perspective: Finding a frame of reference, Darren Dalcher, Paradoxes of perspective: Leaders, leading and leadership, Richard Bolden, 3.0 Teams, Team dynamics and the perils of agreement, Darren Dalcher, Invisible traps in project management lead to crisis, Constance Dierickx, 4.0 Culture, Why culture matters, Darren Dalcher, Creating a culture of partnership between project management and change management, Gabrielle O’Donovan, 5.0 Strategy, Strategy as learning to discover the way forward, Darren Dalcher, How strategy happens, David Booth, 6.0 Complexity, The map is not the territory, Darren Dalcher, Choosing to change, David Bentley, 7.0 Shadow working, Working in the shadows: Exposing our inner demons, Darren Dalcher, Shadow working in project management, Joana Bértholo, 8.0 Implementation, Strategy Execution: Overcoming the alignment trap, Darren Dalcher, The challenges of implementing strategy, Kurt Verweire, 9.0 Connecting, Connecting for business and social innovation, Darren Dalcher, The digital social workplace, people over process, Dale Roberts, Conclusion, Reframing the new agenda, Darren Dalcher

About the Editor

Darren Dalcher is Professor in Strategic Prohect Management at Lancaster University Management School. He has written over 200 papers and book chapters and published over 30 books. He is Editor-in-Chief of the Journal of Software: Evolution and Process and of two established book series published by Routledge.

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:
BUSINESS & ECONOMICS / Organizational Behavior
BUSINESS & ECONOMICS / Project Management