| Author: | John C. Byrne, PhD, Thomas G. Lechler, PhD, MSc | ISBN: | 9781628251340 |
| Publisher: | Project Management Institute | Publication: | January 1, 2011 |
| Imprint: | Project Management Institute | Language: | English |
| Author: | John C. Byrne, PhD, Thomas G. Lechler, PhD, MSc |
| ISBN: | 9781628251340 |
| Publisher: | Project Management Institute |
| Publication: | January 1, 2011 |
| Imprint: | Project Management Institute |
| Language: | English |
Using empirical data from their research study, Thomas Lechler and John Byrne demonstrate that the success of a project strongly depends on the specific attitude of the project manager and the project management decision-making process. They also address: • Limiting effects of the Triple Constraints Paradigm • Role of uncertainty in projects. Leaders within organizations will find the results useful to emphasize and encourage entrepreneurial behaviors of project managers in a way that influences project performance beyond the simple application of tools and techniques. The book addresses several stakeholders, including who are responsible for implementing projects, those who suffer the consequences if things go wrong, and those who are responsible for the selection and development of project managers. The Mindset for Creating Project Value provides insight into how a different perspective is necessary to better understand the limitations of project management in order to better explain the many phenomena that are related to the management of projects and, consequently, to improve the practical outcome.
Using empirical data from their research study, Thomas Lechler and John Byrne demonstrate that the success of a project strongly depends on the specific attitude of the project manager and the project management decision-making process. They also address: • Limiting effects of the Triple Constraints Paradigm • Role of uncertainty in projects. Leaders within organizations will find the results useful to emphasize and encourage entrepreneurial behaviors of project managers in a way that influences project performance beyond the simple application of tools and techniques. The book addresses several stakeholders, including who are responsible for implementing projects, those who suffer the consequences if things go wrong, and those who are responsible for the selection and development of project managers. The Mindset for Creating Project Value provides insight into how a different perspective is necessary to better understand the limitations of project management in order to better explain the many phenomena that are related to the management of projects and, consequently, to improve the practical outcome.
