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by Oliver F. Lehmann
Situational Project Management
Cover
Half Title
Title Page
Copyright Page
Dedication Page
Table of Contents
Foreword
Preface
Acknowledgments
About the Author
Chapter 1 The Situational View on Project Management
1.1 Introductory Questions
1.2 The Purpose of This Book
1.3 A Primer on Project Management
1.4 Project Management Today
1.4.1 Speed of Change
1.4.2 Open Skill Versus Closed Skill
1.4.3 Staged Deliveries and Multiple Deadlines
1.4.4 The Growing Significance of Stakeholder Orientation
1.4.5 Availability of Resources as a Core Uncertainty
1.4.6 New Requirements on Procurement in Complex Multi-Tier Supply Networks
1.4.7 New Approaches Continue to Emerge
1.5 How We Are Seen by Others
1.6 The Complex Dynamics of Success and Failure
1.7 Standardization and Certification in Project Management
1.8 Terminology Traps
1.9 Navigating between Monsters
Chapter 2 Digging Deeper
2.1 Introductory Questions
2.2 A Major Distinction
2.2.1 Internal Projects
2.2.2 Customer Projects
2.2.3 Capital Projects
2.2.4 “Razor-and-Blade” Projects (or Freebie Projects)
2.2.5 The Same Methods for Different Types of Projects?
2.2.6 Conclusion
2.3 What Is the Matrix?
2.4 The Economics of Attention
2.5 How Project Managers Learn
2.6 Game Theory for Project Managers—A Brief Introduction
2.6.1 Players’ Games
2.6.2 Multi-Players’ Games 1: The Tragedy of the Commons
2.6.2 Multi-Players’ Games 2: The Dilemma of the Concurrent Investments
2.6.3 Hope for Our Projects
Chapter 3 A Typology of Projects
3.1 Introductory Questions
3.2 Best Practice Approaches vs. SitPM
3.3 A Research Project
3.3.1 The First Objective: Develop a Typology
3.4 Mark 1 Projects and Mark n Projects
3.5 Greenfield Projects and Brownfield Projects
3.6 Siloed Projects and Solid Projects
3.7 Blurred Projects and Focused Projects
3.8 High-Impact Projects and Low-Impact Projects
3.9 Customer Projects and Internal Projects
3.10 Stand-Alone Projects and Satellite Projects
3.11 Predictable Projects and Exploratory Projects
3.11.1 Predictable Projects
3.11.2 Exploratory Projects
3.11.3 Projects with Frequently Changing Requirements
3.12 Composed Projects and Decomposed Projects
3.13 Further Types of Projects
3.13.1 Engineers’ Projects and Gardeners’ Projects
3.13.2 Discretionary Projects and Mandatory Projects
3.13.3 Single Handover Projects and Multiple Handover Projects
3.13.4 No Deadline Projects, Single Deadline Projects, and Multiple Deadline Projects
3.13.5 One-Shot Projects vs. Multi-Shot Projects
Chapter 4 Practices for SitPM
4.1 Introductory Questions
4.2 Lifecycle Approaches
4.3 Agile Approaches
4.4 Waterfall Approaches
4.5 Rolling Wave Approaches
4.6 Connective Leadership and Achieving Styles
4.6.1 The Lipman-Blumen Achieving Styles Model
4.6.2 Application of the Lipman-Blumen Achieving Styles
4.6.3 Real-Life Examples and Application in Project Management
4.7 Favorable and Detrimental Practices
4.7.1 How Can the Following Information Be Used Best?
Chapter 5 Some Basic Tools for SitPM
5.1 Introductory Questions
5.2 Stakeholder Force-Field Analysis (StaFFA)
5.3 Benefit Engineering
5.4 Pressure-Free Estimating
5.5 Protective Change Request Management Process
5.6 Registers
5.6.1 The Assumptions Register
5.6.2 The Constraints Register
5.6.3 Requirements Register
5.7 Meetings
5.8 Scrum
5.9 PDM Network Diagramming
5.10 Situational Project Scheduling
5.11 Staged Response Diagram (SRD)
5.12 The Stakeholder Attitudes Influence Chart
5.13 Turturism, Private Settings and Leadership
Chapter 6 Leadership and the Dynamics of Success and Failure
6.1 So, What Is Leadership?
6.2 As Project Leaders, What Should We Do?
Appendix A Answers to Introductory Questions
Appendix B Traps in Terminology
Appendix C What the Practitioners and Experts Say
Appendix D: Twelve Suggestions for Situational Project Managers
Glossary
References
Index
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Situational Project Management: The Dynamics of Success and Failure
Dedication
I dedicate this book to my wife Silvia, whose support for its creation was inestimable.
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