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Most project managers would agree that every project is unique. But not all project managers would agree that the best way to manage a unique project is unique. Many still cling to the old practice of having a methodology that is applied to all projects. "One size fits all" is still in common use, and this approach has proven to lead to project failure. Flexibility, situational intelligence, and creativity are essential to deliver project success. The need to recognize and master ever-changing requirements and environmental conditions is a tough challenge for professional project managers. The same practices that led to success yesterday may cause failure today. Selecting favorable responses to a given situation is often the most critical factor of the dynamics of success and failure. This book is designed to help project professionals assess a situation, predict the appropriate approach, methodology and achieving styles, and then apply them in a situational fashion. To guide project managers in selecting the appropriate responses, Situational Project Management (SitPM) shows how to assess a given project, determine its unique characteristics, and select the appropriate methods to complete the project. With this book, projects managers can use SitPM to develop profiles of their projects on the basis of the projects' physical characteristics, the project teams' behavioral characteristics, the enterprise environment, and the market environments receiving project deliverables. These profiles help project managers to determine the appropriate project life cycle approach and leadership style. The book also explores various ways to engage stakeholders on the basis of a project's SitPM profile. The book's author, Oliver F. Lehmann, has developed a set of templates to apply SitPM in practice. It can be downloaded from www.oliverlehmann.com/SitPM/Templates.zip.
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Table of Contents

The Situational View on Project Management Introductory Questions The Purpose of This Book A Primer on Project Management Project Management Today How We Are Seen by Others The Complex Dynamics of Success and Failure Standardization and Certification in Project Management Terminology Traps Navigating between Monsters Digging Deeper Introductory Questions A Major Distinction What Is the Matrix? The Economics of Attention How Project Managers Learn Game Theory for Project Managers-A Brief Introduction A Typology of Projects Introductory Questions Best Practice Approaches vs. SitPM A Research Project Mark 1 Projects and Mark n Projects Greenfield Projects and Brownfield Projects Siloed Projects and Solid Projects Blurred Projects and Focused Projects High-Impact Projects and Low-Impact Projects Customer Projects and Internal Projects Stand-Alone Projects and Satellite Projects Predictable Projects and Exploratory Projects Composed Projects and Decomposed Projects Further Types of Projects Practices for SitPM Introductory Questions Lifecycle Approaches Agile Approaches Waterfall Approaches Rolling Wave Approaches Connective Leadership and Achieving Styles Management Favorable and Detrimental Practices Some Basic Tools for SitPM Introductory Questions Stakeholder Force-Field Analysis (StaFFA) Benefit Engineering Pressure-Free Estimating Protective Change Request Management Process Registers Meetings Scrum PDM Network Diagramming Situational Project Scheduling Staged Response Diagram (SRD) The Stakeholder Attitudes Influence Chart Turturism, Private Settings and Leadership Leadership and the Dynamics of Success and Failure So, What Is Leadership? As Project Leaders, What Should We Do? Appendices Glossary References

Reviews

"A significant contribution to the project management body of knowledge." -Robert K. Wysocki, PhD, President, EII Publications, LLC

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