Contents
Chapter 1 The Situational View on Project Management
1.3 A Primer on Project Management
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
1.6 The Complex Dynamics of Success and Failure
1.7 Standardization and Certification in Project Management
1.9 Navigating between Monsters
2.2.4 “Razor-and-Blade” Projects (or Freebie Projects)
2.2.5 The Same Methods for Different Types of Projects?
2.4 The Economics of Attention
2.5 How Project Managers Learn
2.6 Game Theory for Project Managers—A Brief Introduction
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
Chapter 3 A Typology of Projects
3.2 Best Practice Approaches vs. SitPM
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
3.11.3 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
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
5.2 Stakeholder Force-Field Analysis (StaFFA)
5.5 Protective Change Request Management Process
5.6.1 The Assumptions Register
5.6.2 The Constraints Register
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
6.2 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