- 364 pages
- English
- ePUB (mobile friendly)
- Available on iOS & Android
eBook - ePub
Leading Complex Projects
About this book
Leadership in projects has been under-represented in many of the most influential project methodologies, where the focus has been on management and process. The importance to project success of key roles such as project board member, executive sponsor, project manager, client representative or team leader, increases exponentially with the scale and complexity of the project. Kaye Remington's Leading Complex Projects draws on original, empirical research into successful leadership of complex projects, including 70 in-depth interviews with people, across a broad range of industries, selected for their roles in guiding complex projects towards successful outcomes. The book, structured around the major themes from the interviews, explains and applies emerging best-practice in a coherent and focused way. A potent combination of wisdom from leaders in practice and the latest knowledge from many fields of research will engage experienced practitioners, as well as those who are teaching and researching projects, complexity and leadership.
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Please note we cannot support devices running on iOS 13 and Android 7 or earlier. Learn more about using the app.
Yes, you can access Leading Complex Projects by Kaye Remington in PDF and/or ePUB format, as well as other popular books in Negocios y empresa & Negocios en general. We have over one million books available in our catalogue for you to explore.
Information
Index
All index entries shown here correspond to the page numbers within the printed edition only. Within this digital format these page numbers allow for cross referencing only.
Abolafia, M. 218, 219
abstract concepts 136
accountability 175, 178, 181, 203
avoiding 270
awareness of 271
and governance 233, 234, 236, 237, 239, 240, 247, 254
and key roles 259–60, 270–72, 273
accuracy 32, 299
achievement 168, 172
Ackerman, F. et al. 276
actions 40, 92, 114, 153, 157, 170
and crises 212, 213, 214, 223ff.
political 200
adaptability 4, 5, 6, 123, 127, 128, 129, 131, 147, 157
adaptive systems 16, 17, 110, 117, 151, 211, 212, 213, 246, 251, 289
adversarial relationships 261, 275, 276, 279, 286, 289
adversity 36, 37, 38, 70, 171, 220
advice 247, 254, 299
network 44, 45
affiliative attributes 168, 172
agency project management 282
aggression 204–5, 307, 311, 312, 315
aggressive-defensive cultures 168, 169, 172
agreeableness 56, 200
agreements 196, 286, 289 see also charters
Agrell, A. and Gustafson, R. 134
Albrecht, T.L. and Adelman, M.B. 59
alliances 177, 191, 200, 272, 276, 278, 280, 283, 286
alternatives 54, 148, 149, 151, 153, 246
altruism 57
ambiguity 3, 20,...
Table of contents
- Cover Page
- Half Title page
- Dedication
- Title Page
- Copyright Page
- Contents
- List of Figures
- List of Tables
- Acknowledgements
- Jane Helm's Impressions
- Preface
- Introduction: Leadership for Complex Projects
- Section One: What Good Leadership Does When Projects Are Complex
- Section Two: What Good Leadership Needs When Projects Are Complex
- Section Three: How Good Leadership Behaves When Projects Are Complex
- Index