Making Sense of Project Realities: Theory, Practice and the Pursuit of Performance
There's more than a touch of 'The Emperor's New Clothes' in the way many organizations approach project management and the consequences are all too clear: project methodology inappropriately applied; little or no consideration of complexity or ambiguity; alienation of the stakeholders and statistically poor record of performance for major business or infrastructure projects. Charles Smith's groundbreaking book Making Sense of Project Realities offers convincing explanations as to why project management theory and practice have become disconnected and describes the kind of complex, human skills that are required to deliver successful projects.
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Making Sense of Project Realities: Theory, Practice and the Pursuit of ...
Limited preview - 2017
action Action Learning administration agenda aims approach artefacts beneﬁts Big Dig business transformation capabilities Chapter complex concept concerned create critical deal decisions deﬁned deﬁnition deliver delivery demand discussion DivCo diverse enactment endeavours estimating bias example executive expert ﬁnd ﬁrst fraudulent project identiﬁed identity improve individuals inﬂuence initiative interests journey of change learning Lynn Crawford mainstream project management mechanistic Millennium Dome model of projects negotiate ofﬁce operational organic model organization outcome parties performance peripety perspective practice groups pragmatic Prince2 principles problems production project reality project scope project shapers project team projectification Quest recognize reﬂect response risk register role saving lives senior managers sense sense-making signiﬁcant social capital social interactions speciﬁcation Spider diagram stage stage-gate stakeholders standard statistical process control story strategy supplier techniques thinking about projects toolkit tribe uncertainties understanding value chain