- 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
- Chapter 3 A Typology of Projects
- 3.1 Introductory Questions
- 3.2 Best Practice Approaches vs. SitPM
- 3.3 A Research Project
- 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
- 3.12 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
- 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
- 5.7 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
- 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
Situational Project Management
The Dynamics of Success and Failure
Oliver F. Lehmann
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