Projects With People

People's participation has begun to influence the practice of development substantially. This study provides an interpretation of how participation occurs, uses case studies to highlight various approaches, and develops elements of a strategy and a methodology.

For the last two decades, IS researchers have conducted empirical studies leading to a better understanding of the impact of Systems Analysis and Design methods in business, managerial, and cultural contexts. SA&D research has established a balanced focus not only on technical issues, but also on organizational and social issues in the information society..This volume presents the very latest, state-of-the-art research by well-known figures in the field. The chapters are grouped into three categories: techniques, methodologies, and approaches.

This 8-hour free course explored the importance of managing people for the success of a project and ways in which to maximise their contribution.

With so many organisations using projects to implement change, and easy-to-use computer packages greatly reducing the mechanistic aspects of project planning, project managers now require more highly developed leadership skills than even before. Managing Projects, Managing People draws on theoretical aspects of managing and mitigating risks, motivational and leadership theory and excellent communication to provide the reader with the skills required for project management in today's business environment. In addition to the theoretical foundations, attention is given to PRINCE (Projects IN Controlled Environments) that supports and frames the application of projects to ensure conformance, compliance, adequate reporting procedures, due diligence and communication to all stakeholders. Managing Projects, Managing People takes a nontraditional approach to project management and is designed to facilitate the reader's understanding of the principles of managing a project. The book addresses most types of project, but particular emphasis is given to the non-manufacturing sector and, especially, the services sector. Chapters contain examples and relevant case studies to further demonstrate and support the foundations and skills addressed throughout. For academics prescribing this text, a comprehensive instructor's manual and power point presentations are provided on CD.

This book examines practically useful management and people skills, and looks at competencies from the micro, meso, and macro- lens. At the micro- level, the book examines a range of competencies needed for managing oneself and others in a project environment, such as personality style, cognitive skills, communication skills, and emotional intelligence. The book will also includes discussion on strategies for managing emotions of self and others effectively. At the meso- level, the book discusses basic structure, characteristics, and importance of different types of teams such as virtual teams, project teams, domain specific teams, and heavy-weight teams in organizations to enhance productivity and delegate accountability. It also explores team processes, including structure, culture, supporting systems, performance and incentive systems, and their impact on team productivity. In addition, the book includes a discourse on skills to manage a multi-generational workforce (a combination of baby boomers, X and Y generation), a challenge faced by project managers in current scenario. Finally, at the macro- level, the book captures the role of culture in a project context; emerging leadership styles in projects, maintaining relationship with internal and external stakeholders; role of power, politics and influence in relationship building (social networks and social capital); and managing conflicts and negotiations. The book presents ethical considerations in managing projects; relationship between projects and sustainability; societal responsibilities of projects; advantages and disadvantages of forms of control in projects (behaviour and outcome control). It is positioned primarily for practitioners although it is a relevant and useful resource and reference for academics and students of project management and management studies courses.

Why human skills and expertise, not technical tools, are what make projects succeed. The project is the basic unit of work in many industries. Software applications, antiviral vaccines, launch-ready spacecraft: all were produced by a team and managed as a project. Project management emphasizes control, processes, and tools—but, according to The Smart Mission, that is not the right way to run a project. Human skills and expertise, not technical tools, are what make projects successful. Projects run on knowledge. This paradigm-shifting book—by three project management experts, all of whom have decades of experience at NASA and elsewhere—challenges the conventional wisdom on project management, focusing on the human dimension: learning, collaboration, teaming, communication, and culture. The authors emphasize three themes: projects are fundamentally about how teams work and learn together to get things done; the local level—not an organization’s upper levels—is where the action happens; and projects don’t operate in a vacuum but exist within organizations that are responsible to stakeholders. Drawing on examples and case studies from NASA and other organizations, the authors identify three project models—micro, macro, and global—and their different knowledge needs. Successful organizations have a knowledge-based culture. Successful project management guides the interplay of knowledge, projects, and people.

Engaging stakeholders on projects provides an in-depth examination of the topic covered in the APM Body of Knowledge 7th edition. It gives project professionals detailed tips, tools and practical steps to help improve ways of working and shows how harnessing the power of people is key to improving project success.