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E-grāmata: Single-Minded Project: Ensuring the Pace of Progress

  • Formāts: 220 pages
  • Izdošanas datums: 03-Mar-2016
  • Izdevniecība: Routledge
  • Valoda: eng
  • ISBN-13: 9781317015970
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Single-Minded Project: Ensuring the Pace of ProgressPalielināt
  • Formāts: 220 pages
  • Izdošanas datums: 03-Mar-2016
  • Izdevniecība: Routledge
  • Valoda: eng
  • ISBN-13: 9781317015970
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The behaviour of people and their organisation are the primary drivers of a project’s pace of progress. Methodology, tools and techniques are vital but subordinate to human endeavour; if only because their selection, deployment and application entirely depend on the abilities of the project players and their organisation. Performance ultimately rests on human and organisational behaviour: expressed by the players’ experience, professional ability, resolve, dialogue and collaboration. Fresh approaches and methods help practitioners to address this reality productively. This book is written under nine headings: collaboration; able people; strength; connections; rigour; pace; persistence; adaptation; and maturity. The Single-Minded Project offers a new and convincing appreciation of project management that will harness players and their organisation. It recognises that at its heart, the management and leadership of a project regime relies on the choices, behaviours and decisions of its players and the organisation’s freedom of action. It addresses the urgency of the project (the need for swiftness), coupled with the kind and degree of diligence (the need for rigour in the choice and management of method): referring to its Pace of Progress. The success of a project very much depends on the pace at which it is conducted to then deliver value. Projects find themselves in territory where methodology, tools and techniques are of little help. The Single-Minded Project fills that gap and more.

Recenzijas

If ever a book were written better equipped to stimulate you to think about your thinking when it comes to projects, programmes and the changes they bring; I have yet to find it. Martin puts forward not only a collection of ideas that reach out and grab your attention, but also a number of subtle suggestions which sow the seeds of change in your attitude. This is one of those rare books which you will love to own and cherish more. Paul Hodgkins, Executive Director, Paul Hodgkins Project Consultancy Martin Prices insights into what drives a project - its pace of progress - makes a compelling case for the importance of resilience, persistence, adaptation and other behaviours whose influences over project outcomes often go unrecognized, or are ignored in focusing on more formal processes and methodology. The Single Minded Project shows how those behaviours can be harnessed to achieve the results that organizations seek from their projects. Ian Whittingham, ProjectManagement.com Martin's fresh perspective to project management, a discipline still viewed as systemic and process driven, is based on an organizational paradigm of people first. Through history, projects have been used to transform difficult situations. Martin discusses why the human aspects are so important in projects and the project players role in delivering change in adversity, introducing innovation, adapting and driving pace and performance. This is a must read. Mark Kozak-Holland, Lessons-from-History It is refreshing to find a book on project management devoted entirely to how people work together and the impact this has on the success (or otherwise) of the endeavour at hand. Organisation structures and politics, individual capabilities and personalities are examined in the context of project delivery to provide a thought provoking read. Recommended. Nicola Wadham, Programme Director, FTSE 50 Company In The Single Minded Project, Martin Price has identified

List of Figures
ix
List of Tables
xi
Glossary of Terms xiii
Foreword xxi
Preface xxiii
Acknowledgements xxxi
Introduction 1(10)
Pace and Reliability
2(1)
Players' Behaviour and Collective Responses
3(1)
A Common Methodology: Not Enough
4(1)
Root Causes of Triumph and Failure
5(1)
Terms Used in this Book
6(1)
Professional Pointers
7(4)
PART I GETTING AND STAYING IN SHAPE
1 A Project's Collaboration
11(14)
Introduction
11(2)
The Single-Minded Project
13(2)
Alliancing at the Andrew Field
15(3)
Apple Inc. and a Different Formula for Collaboration
18(2)
Collaboration Arises Locally
20(1)
Shaping a Project
20(2)
Professional Pointers
22(3)
2 A Project's Able People
25(22)
Introduction
25(1)
The Value of Professional Experience
26(2)
An Ability to Handle Complexity
28(2)
The Loss of Prime Contractor Expertise
30(1)
Career Risks for Professionals
31(2)
`The Project Team': An Abiding Myth
33(1)
A Project Regime
34(1)
Adversity and Our Resilience to It
35(1)
Stay Cool
36(1)
Adversity Can Equip Us for More
37(2)
Developing Proficient Players
39(3)
Project Players: The `Venture Capital'
42(2)
Professional Pointers
44(3)
3 A Project's Strength
47(16)
Introduction
47(1)
Resolute Leadership
48(4)
Causes of Project Failure
52(2)
Contrasting Project Work with Line-of-Business Work
54(2)
Showing the Way through Leadership
56(2)
Binary Leadership
58(1)
Professional Pointers
59(4)
PART II CONDUCTING THE WORK
4 A Project's Connections
63(48)
Introduction
63(1)
Players Working in Concert
64(2)
Leveraging from Diversity
66(1)
Engagement and Decision-Making
67(1)
Dialogue and Its Diversity
68(1)
Reaching for a Dialogue beyond Differences
69(1)
Collective Intention
70(1)
Behaviour
71(3)
Individual-Centric or Group-Centric Performance Improvement
74(1)
Patterns of Decision-Making in a Project Regime
74(1)
Connection through Conversation
75(3)
Courtesy Has a Purpose
78(1)
Diligence of Dialogue
79(6)
Dynamic Linking or Connected Autonomy
85(1)
Connecting through Social Engagement
86(2)
Social Engagement and Engagement Goals
88(12)
Engagement Capability: Diagnostic Tool EIQ6
100(1)
Connection and Community
101(2)
Stepping towards Community Maturity
103(3)
Professional Pointers
106(5)
5 The Project's Rigour
111(8)
Introduction
111(1)
The Right Things, Done Right
112(2)
Deploying Processes
114(1)
Developing the Script
115(1)
A Process Iterated
116(1)
Professional Pointers
117(2)
6 A Project's Pace of Progress
119(20)
Introduction
119(1)
The Pace Perspective: What Is It?
120(1)
An Overriding Principle of Project Management
121(2)
Managing the Pace of Progress
123(2)
Project Schemas and the Conduct of Project Players
125(1)
The Roots of the Pace Perspective
126(1)
Achieving Collective Intention
127(6)
The Social Experience, Behaviour and Leadership
133(1)
Professional Pointers
134(5)
PART III ASSURING SUCCESS
7 A Project's Persistence
139(16)
Introduction
139(2)
A Crucial Factor Difficult to Define
141(3)
Persistence of a Single-Minded Project Management Regime
144(1)
Persistence and the `Paradigm Paradox'
145(1)
A Failure of Professional Persistence
146(2)
Sustaining Impetus and Resolve
148(2)
Functional Stupidity: A Denial of Professional Persistence
150(1)
Persistence in Overcoming Complexity and Disorder
150(3)
Professional Pointers
153(2)
8 The Project's Adaptation
155(14)
Introduction
155(1)
A Regime's Adaptation to Circumstances
156(1)
Local Issues Can Be the Most Stubborn
157(2)
Projects Are What We Find Them To Be
159(1)
Redirection and the Tacking Cycle
160(3)
A Regime's Adaptation Goals
163(2)
The Myth of Automated Collaboration
165(1)
Professional Pointers
166(3)
9 The Project's Maturity
169(14)
Introduction
169(1)
Regime Maturity Goals
170(3)
Sustaining and Disruptive Innovation
173(1)
Disruptive and Sustaining Innovation
173(1)
Diversity and Decision-Making
174(1)
An Occupation Elevating to a Profession
175(2)
Aspiring to Professional Status
177(1)
The Value Zone of an Enterprise
178(1)
A Triumph of Collaboration: Rocky Flats
179(2)
Professional Pointers
181(2)
Index 183
Martin Price is widely known as a speaker and writer and for his fresh ideas on human and organisational behaviour; so crucial to the success of project management. He was Director of Professional Development for PMIs UK Chapter and for six years hosted PMIs monthly UK Chapter meetings in London. Martin worked as an electrical engineer before spending 15 years as a personnel manager and change management consultant with PA Consulting Group. There he enabled and supported the transformation of large and small businesses. He is MD of EngagementWorks, a consultancy supporting organisations in their quest for developing high performing project organisations.
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