Situational Project Management The Dynamics of Success and Failure

The Situational View on Project Management
Introductory Questions
The Purpose of This Book
A Primer on Project Management
Project Management Today
How We Are Seen by Others
The Complex Dynamics of Success and Failure
Standardization and Certification in Project Management
Terminology Traps
Navigating between Monsters

Digging Deeper
Introductory Questions
A Major Distinction
What Is the Matrix?
The Economics of Attention
How Project Managers Learn
Game Theory for Project Managers—A Brief Introduction

A Typology of Projects
Introductory Questions
Best Practice Approaches vs. SitPM
A Research Project
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
Further Types of Projects

Practices for SitPM
Introductory Questions
Lifecycle Approaches
Agile Approaches
Waterfall Approaches
Rolling Wave Approaches
Connective Leadership and Achieving Styles
Management
Favorable and Detrimental Practices

Some Basic Tools for SitPM
Introductory Questions
Stakeholder Force-Field Analysis (StaFFA)
Benefit Engineering
Pressure-Free Estimating
Protective Change Request Management Process
Registers
Meetings
Scrum
PDM Network Diagramming
Situational Project Scheduling
Staged Response Diagram (SRD)
The Stakeholder Attitudes Influence Chart
Turturism, Private Settings and Leadership

Leadership and the Dynamics of Success and Failure
So, What Is Leadership?
As Project Leaders, What Should We Do?

Appendices

Glossary

References

Biography

Oliver F. Lehmann was born in 1957 in Stuttgart, Germany. He has studied Linguistics, Literature, and History at the University of Stuttgart and Project Management at the University of Liverpool, UK, where he holds a Master of Science Degree. He had practiced project management for more than 12 years, mostly for the automotive industry and related trades, when he decided to make a change and become a trainer, speaker, and author in 1995. Among his customers are international companies such as Airbus, DB Schenker Logistics, Microsoft, Olympus, and Deutsche Telekom, and he has had assignments as a trainer in Asia, Europe, and the United States. He works for several training providers and is also a Visiting Lecturer at the Technical University of Munich. Oliver Lehmann is frequently invited to speak at congresses and other events, where he motivates his audience to open up to the incredible diversity found in project management around the world, and to the new experiences that await discovery by project managers. Among Oliver’s diverse certifications is the PMP® certification from the Project Management Institute (PMI).

"A significant contribution to the project management body of knowledge." –Robert K. Wysocki, PhD, President, EII Publications, LLC