Prodevo’s concept for project management

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Project Management – Multiperspective Leadership

by Hans Mikkelsen and Jens Ove Riis

2013, 575 pages
ISBN 978-87-89477-22-0 (printed edition)

Price DKK 485,00 (recommended)

How to order this book (Danish customers: Gå til bestilling)

An E-book edition of Project Management – Multiperspective Leadership (ISBN 978-87-89477-22-6) is available from internet bookstores - o.a. saxo.com

 

Inspiration and methods for situational project management and change management.

Is a project a defined task or a temporary organization with mission? It is time to rethink project management!

Project Management – Multiperspective Leadership is a revised translation of the tenth edition of the Danish book Grundbog i Projektledelse. It appeals to graduate students who expect to be involved in projects in their future professional career – possibly as project managers. It also appeals to practicing, reflecting and learning project managers who want to detach themselves from a specific project manual.

We believe that projects should be viewed from more angles and have more perspectives. Each project has its special characteristics and context. The organizational perspective – the project changes its owner organization – applies to most projects.

Project Management – Multiperspective Leadership builds on that perspective and combines project management with change management.

Professor Adolfo López Paredes, Universidad de Valladolid, Escuela de Ingenierias Industriales, Spain says about this book:

“I think that it is an excellent reference with a different approach to conventional volumes, and in particular I appreciate it very much as a key reference for 'advanced studies' in PM (beyond the PMBoK, the conventional handbooks, and other similar references).”

List of Content & Preface:

  • Chapter 1. Introduction
  • Chapter 2. Forming and defining the project
  • Chapter 3. Planning the course of action
  • Chapter 4. Organizing
  • Chapter 5. Cooperation in the project organization
  • Chapter 6. Project leadership
  • Chapter 7. Project control
  • Chapter 8. Management of several projects
  • Chapter 9. Trends and challenges for future projects
  • Appendix 1. Project characteristics (including two tool sheets)
  • Appendix 2.  Forming and defining the project (including five tool sheets)
  • Appendix 3. Planning the course of action (including eight tool sheets)
  • Appendix 4. Organizing. (including three tool sheets)
  • Appendix 5. Cooperation in the project organization (including eight tool sheets)
  • Appendix 6. Project leadership (including three tool sheets)
  • Appendix 7. Project control (twentyone tool sheets)

Index:

Download index to Project Management Multiperspective Leadership

Preface

In recognition of the diversity of projects, Project Management – Multiperspective Leadership takes as point of departure the nature of the individual project. In contrast to several textbooks on project management, this book does not present a specific methodology for managing a project. Instead, it rests on a generic five-by-five model that captures essential elements of project management. It is used to identify the nature of the specific project and develop appropriate approaches and means.

The starting point is that a project mission eventually is to create value, not just to deliver products or systems. Another issue is that a project is part of changes in the organization, processes and competencies of a company or an institution. Several studies and mentionings in the media of public and private projects indicate that lacking project success is often caused by insufficient management of organizational change processes. As a consequence, we view change management as essential to project management, requiring special attention to the interaction between the project organization and the organization that the project aims to change.

Attention to the nature of the project task is manifested in the project portrait, which identifies circumstances that may render a project difficult. This model is supplemented by a discussion of the notion of complexity. Five dimensions of complexity are identified, and we present a number of means of managing complex situations.

In view of the diversity of projects, we square up with a standard project phase model. In practice, we see numerous courses of action that reflect the specific situation of projects and that have been acted upon with great empathy and ingenuity. Instead of proposing a standard model for a project’s course of action, we will present a spectrum of different models to support a situational approach.

The increased prevalence of projects has created a need to view several projects together. Therefore, we have written a separate chapter on management of several projects, with coordination of projects in a portfolio and a program as a central theme. Also, projects’ role in corporate strategy is discussed. The chapter rests, among other things, on a survey and a development project that we have carried out in Danish companies.

The close interaction with practice has encouraged us to treat the above-mentioned topics. However, they are also supported by development trends identified by several researchers on the basis of comprehensive literature and empirical studies. Adopting a situational approach may render project management more cumbersome. In any case, it will not be boring. We believe that project management should not be taught and practiced on the basis of standard models of organizing a project, of phase models, and of project control of time, costs and quality. Reality is much more varied and calls for a diversified approach that includes uncovering challenges and difficulties encountered in the management of a specific project.

To work with project management on the basis of the uncertainty and complexity of a specific project task requires empathy, creativity and interplay with people. This will make project management more challenging and also more interesting. It may be relevant to ask if companies and institutions are willing to support a more situational, task-oriented and value-driven mode of working with projects, rather than focusing on complying with procedures and directions. We believe that a more systematic and explicit delineation of the project conditions and a broad discussion of the project task will make it possible to clearly define the responsibilities of a project.

Project Management – Multiperspective Leadership includes a number of methods and tools. However, the project manager needs to select those she/he finds appropriate for the specific project situation. The above-mentioned trends underline the importance of acting as a ‘learning’ project manager. Project management is learned on the job, and the learning process should be directed. Therefore, we have augmented the sections on learning and gaining experience. Often in the book, we use the term ‘company’ as the place where projects take place. It should be interpreted in a broad sense to include private and public companies, public institutions and administration.