Succeeding in the Project Management Jungle: How to Manage the People Side of Projects

Succeeding in the Project Management Jungle: How to Manage the People Side of Projects

Succeeding in the Project Management Jungle: How to Manage the People Side of Projects

Succeeding in the Project Management Jungle: How to Manage the People Side of Projects

Synopsis

It's a jungle out there and project managers are fighting to survive... With countless man-hours clocked and billions of dollars spent every year on project tools, the success rate for projects remains astonishingly low. So what's the solution?

Introducing TACTILE Management(tm), a people-centric system that works in conjunction with an organization's existing processes. Based on the seven characteristics of high-performance project teams transparency, accountability, communication, trust, integrity, leadership, and execution the book shows project managers how to:

  • Take project teams out of their functional silos and transform them into a powerful, integrated force
  • Balance the expectations of customers, management, and project teams with the technical requirements of cost, schedule, and performance
  • Apply practical phase-by-phase project guidance to real-life situations
  • Avoid or minimize possible pitfalls

Every successful project involves someone in the trenches who has the people skills to match process with the capability of his team and organization. This innovative book shows readers how to make the most of their people... and ensure project success.

Excerpt

On my first project as a manufacturing project leader, inside a company known for its paternalistic management style and for being a big early driver of the Six Sigma methodology, I was the ultimate micromanager. I trusted no one, checked on everything, wanted to make every decision. I exhausted both my team and myself. I generated the desired short-term business results but was so unpopular that I was “moved on to the next challenge” as soon as it was clear the project would succeed. No one counseled me in what I should have done differently. At that point, writing a book on how to get effective results through the use of so-called soft people skills would have been inconceivable to me. And, yet, here it is.

Succeeding in the Project Management Jungle is the product of more than twenty-five years of experience in the PM trenches, making mistakes, failing, learning, and succeeding. What I discovered along the way is that if you manage with your core principles in mind and put the people you work with at the forefront, you can create successful projects and even enjoy yourself along the way.

The last thing the world needs is yet another management process. The processes out there—Lean, Agile, Six Sigma, whatever—are fine as far as they go. But clearly they aren’t enough, as organizations still scramble to find the magic elixir that will turn their dysfunctional, sputtering projects into high-performance machines.

The pain I have witnessed over the years as people struggle to survive in these situations has been amazing: people working more than a hundred hours a week, trying every tool and process in the world, going to all sorts of training; multihour project reviews held . . .

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