448 pages | 104 B/W Illus.
Practitioners operate in a necessary reality. We work in a space where project performance is above theory or methodology. In the best environments, delivery and an affirmative culture are what matter most. In the worst, it is politics and survival. In any environment we are challenged to adopt best practices and adapt our style to the environment in which the project is occurring. This is a book about those best practices and practitioner experiences. It is a must have reference and guide book for project managers, general managers, business leaders and project management researchers.
This book is the result of the hard work and dedication of more than 35 authors from more than 15 countries across four continents. It brings a diversity of experience, professional and personal. It includes practitioners, leading academics, renowned theorists and many who straddle those roles. The chapters cover experiences in software, large scale infrastructure projects, finance and health care, to name a few. The chapters themselves take many forms. Check out the table of contents to get a deeper sense of the topics included. All provide real-world guidance on delivering high performing projects and show you how to build, lead and manage high performing teams.
The Practitioners Handbook of Project Performance is complete in itself. It can also be an enticing start to an ongoing dialogue with the authors and a pleasurable path to get deeper into the subject of project performance. Find your favorite place to begin learning from these chapters, to begin taking notes and taking away nuggets to use in your everyday. But don’t stop there. Contact information and further resources for this diverse team of experts authors are found throughout. The Practitioners Handbook is a modern guide to the leading edge of project performance management and a path to the future of project delivery.
List of Figures and Tables, Introduction, SECTION I: INDIVIDUALS AND INTERACTIONS, Chapter 1 - Chasing Mercury: The Emotional and Social Pillars of High-Performing Teams by Geoff Crane, Chapter 2 - Values as the Basis for Successful Teams: A Scrum Perspective and Primer by Steve Berczuk, Chapter 3 - The Power of Empowering Others: Coaching as a Leadership Model for High Performing Teams by Susanne Madsen, Chapter 4 - Coping with the Unexpected: Flexibility, Resilience and Culture by Andreas G.M. Nachbagauer and Iris Schirl-Boeck, Chapter 5 – Leading Without Authority by Andrew Kallman, Jeff Kissinger, Ted Kallman, SECTION II: PROCESSES, TOOLS AND TECHNIQUES, Chapter 6 - Performance: A Combined Project and Portfolio Perspective by Jamal Moustafaev, Chapter 7 - Communications Shape Reality by Ann Pilkington, Chapter 8 – Knowledge Management Shapes Culture by Stephen Duffield, Chapter 9 - Risk Management Principles by Glen Alleman, Tom Coonce, Rick Price, Chapter 10 - Risk Management Practices by Glen Alleman, Tom Coonce, Rick Price, Chapter 11 – Act Fast and Think Fast: Agile Schedule Performance by Robert Van de Velde, Chapter 12 - Monitoring And Controlling: Understanding Your Project’s Status by Kristine A. Hayes Munson, Sidebar to Chapter 12– The Project Management Office (PMO) by Emma-Ruth Arnaz-Pemberton , Chapter 13 - Managing Change: From Adoption to Completion by Jim Young, Chapter 14 - Securing Benefits by Jim Young, Chapter 15 - Beyond the Triple Constraints: Creating Conditions for Optimal Performance by Marisa Silva, SECTION III – EXPERIENCE, Chapter 16 - Critical Success and Failure Factors in Large Scale Complex Projects by Azadeh Rezvani, Pouria Khosravi, Chapter 17 – Performance and Measurement: An Interdisciplinary Study of Public Sector Projects by Maude Brunet, Jean-Sébastien Marchand, Mylaine Breton, Chapter 18 – Creating Value in Infrastructure Projects: The Public Value Chain by Leonie Koops, Marian Bosch-Rekveldt, Hans Bakker, Marcel Hertogh, Chapter 19 – Evaluating Project Performance: A Comprehensive Approach Studying EU Structural Programs By Göran Brulin and Lennart Svensson, Chapter 20 – Project Performance in the Financial Sector by Tiago Cardoso, SECTION IV – RESPONDING TO CHANGE, Chapter 21 – Matching Theory to Practice in a Complex World: A Philosophical Approach by Louis Klein, Chapter 22 – The Future of Global Program Leadership: A Sci-Fi Narrative by Alejandro Arroyo & Thomas Grisham, Chapter 23 – Mindfulness: Achieving Performance in an Accelerating Technology Landscape by Anthony Phillips, Chapter 24 - Continuous Digital and #NoProjects by Allan Kelly, AFTERWORD, REFERENCES AND FURTHER READING, AUTHOR PROFILES AND RESOURCES, INDEX