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
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.