Synopsis
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.
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About the Author
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 PMI’s UK Chapter and for six years hosted PMI’s 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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Hardcover. Condition: Fine. Hardcover, xxxii + 186 pages, NOT ex-library. A fine copy, close to "like-new": clean and bright throughout with unmarked text and firm binding, free of inscriptions and stamps. Published without a dust jacket. --- Contents: Introduction [Pace and Reliability; Players' Behaviour and Collective Responses; A Common Methodology: Not Enough; Root Causes of Triumph and Failure; Terms Used in this Book; Professional Pointers]; Part I Getting and Staying in Shape: 1 A Project's Collaboration [Introduction; Single-Minded Project; Alliancing at the Andrew Field; Apple Inc. and a Different Formula for Collaboration; Collaboration Arises Locally; Shaping a Project; Professional Pointers] 2 A Project's Able People [Introduction; Value of Professional Experience; An Ability to Handle Complexity; Loss of Prime Contractor Expertise; Career Risks for Professionals; 'Project Team': An Abiding Myth; A Project Regime; Adversity and Our Resilience to It; Stay Cool; Adversity Can Equip Us for More; Developing Proficient Players; Project Players: The 'Venture Capital'; Professional Pointers] 3 A Project's Strength [Introduction; Resolute Leadership; Causes of Project Failure; Contrasting Project Work with Line-of-Business Work; Showing the Way through Leadership; Binary Leadership; Professional Pointers]; Part II Conducting the Work: 4 A Project's Connections [Introduction; Players Working in Concert; Leveraging from Diversity; Engagement and Decision-Making; Dialogue and Its Diversity; Reaching for a Dialogue beyond Differences; Collective Intention; Behaviour; Individual-Centric or Group-Centric Performance Improvement; Patterns of Decision-Making in a Project Regime; Connection through Conversation; Courtesy Has a Purpose; Diligence of Dialogue; Dynamic Linking or Connected Autonomy; Connecting through Social Engagement; Social Engagement and Engagement Goals; Engagement Capability: Diagnostic Tool EIQ6; Connection and Community; Stepping towards Community Maturity; Professional Pointers] 5 The Project's Rigour [Introduction; Right Things, Done Right; Deploying Processes; Developing the Script; A Process Iterated; Professional Pointers] 6 A Project's Pace of Progress [Introduction; Pace Perspective: What Is It?; An Overriding Principle of Project Management; Managing the Pace of Progress; Project Schemas and the Conduct of Project Players ; Roots of the Pace Perspective; Achieving Collective Intention; Social Experience, Behaviour and Leadership; Professional Pointers]; Part III Assuring Success: 7 A Project's Persistence [Introduction; A Crucial Factor Difficult to Define; Persistence of a Single-Minded Project Management Regime; Persistence and the 'Paradigm Paradox'; A Failure of Professional Persistence; Sustaining Impetus and Resolve; Functional Stupidity: A Denial of Professional Persistence; Persistence in Overcoming Complexity and Disorder; Professional Pointers] 8 Project's Adaptation [Introduction; A Regime's Adaptation to Circumstances; Local Issues Can Be the Most Stubborn; Projects Are What We Find Them to Be; Redirection and the Tacking Cycle; A Regime's Adaptation Goals; Myth of Automated Collaboration; Professional Pointers] 9 Project's Maturity [Introduction; Regime Maturity Goals; Sustaining and Disruptive Innovation; Disruptive and Sustaining Innovation; Diversity and Decision-Making; An Occupation Elevating to a Profession; Aspiring to Professional Status; Value Zone of an Enterprise; A Triumph of Collaboration: Rocky Flats; Professional Pointers]. Seller Inventory # 003388
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