LEADER 04219nam 22006255 450 001 9910298180403321 005 20240326093841.0 010 $a9783319667249 010 $a3319667246 024 7 $a10.1007/978-3-319-66724-9 035 $a(CKB)4100000001381652 035 $a(DE-He213)978-3-319-66724-9 035 $a(MiAaPQ)EBC5183856 035 $a(iGPub)SPNA0051591 035 $a(PPN)222230339 035 $a(Perlego)3493512 035 $a(EXLCZ)994100000001381652 100 $a20171205d2018 u| 0 101 0 $aeng 135 $aurnn|008mamaa 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aBecoming a Project Leader $eBlending Planning, Agility, Resilience, and Collaboration to Deliver Successful Projects /$fby Alexander Laufer, Terry Little, Jeffrey Russell, Bruce Maas 205 $a1st ed. 2018. 210 1$aCham :$cSpringer International Publishing :$cImprint: Palgrave Macmillan,$d2018. 215 $a1 online resource (XXVII, 136 p. 29 illus.) 311 08$a9783319667232 311 08$a3319667238 320 $aIncludes bibliographical references and index. 327 $aChapter1.Planning -- Chapter2.Agility -- Chapter3.Resilience -- Chapter4.Collaboration -- Chapter5.Blending according to context -- Chapter6.On the Job Learning -- Chapter7.Further Development through Community of Practice. . 330 $aThis book blends academic rigor and real world experience on the agile and planning schools of project management and the process of becoming a project leader. To some, project management is all about logically and rationally planning out dependencies and mapping them out into a flawless plan; a plan that must be rigorously and undeviatingly followed in all its geometric perfection. To others it is about agility - 15 minute scrum meetings and responding on the fly to the unpredictable exigencies that the randomness of the living, breathing world throws up. In reality, smart project leaders do both. They understand that you can't deliver a project if you make an "either/or" choice between these approaches - you must do "both/and". These managers strive for stability and flexibility, they use formal and informal processes, and they function as managers and leaders.  In Becoming A Project Leader the authors have applied their blend ofintellectual rigor and hard-nosed practical experience to identify four concrete roles employed by successful project managers. The first three roles-planning, agility, and resilience-focus on coping with changes, with each role relating to a different kind of change. These three roles, which complement each other, can be implemented effectively only when they are supported by the fourth role, collaboration. Becoming an expert at understanding and delivering that blend requires constant reflection and interaction with peers - all part of the process of becoming a project leader.  Based on years of experience, research and thinking and refined through 20 in-depth interviews with practicing project managers and senior executives, Becoming A Project Leader delivers the solution to all those blown budgets, shot schedules and disappointing deliverables.  . 606 $aStrategic planning 606 $aLeadership 606 $aProject management 606 $aKnowledge management 606 $aBusiness Strategy and Leadership 606 $aProject Management 606 $aKnowledge Management 615 0$aStrategic planning. 615 0$aLeadership. 615 0$aProject management. 615 0$aKnowledge management. 615 14$aBusiness Strategy and Leadership. 615 24$aProject Management. 615 24$aKnowledge Management. 676 $a658.4092 700 $aLaufer$b Alexander$4aut$4http://id.loc.gov/vocabulary/relators/aut$01062555 702 $aLittle$b Terry$4aut$4http://id.loc.gov/vocabulary/relators/aut 702 $aRussell$b Jeffrey$4aut$4http://id.loc.gov/vocabulary/relators/aut 702 $aMaas$b Bruce$4aut$4http://id.loc.gov/vocabulary/relators/aut 906 $aBOOK 912 $a9910298180403321 996 $aBecoming a Project Leader$92526462 997 $aUNINA