The Efficient Project Manager

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Twelve good practices to succeed for project managers and decision-makers

The Efficient Project Manager

The book, The Efficient Project Manager, is intended for project managers, as well as a wider audience of decision-makers.
The success of a project mainly depends on the way it is being run, adapted and defended. Far beyond methodology, the efficient project manager takes up a true state of mind by putting himself in a quality process and by using his natural common sense. This definitive guide combines all the necessary conditions to master the art of the subtile symbiosis among men, technologies and issues :

Content of The Efficient Project Manager

  • 8 real field stories
  • 12 key success factors
  • 21 detailed recommendations
  • A comprehensive methodology
A chronicle about performance, complex projects, decision-making or not and about decision help shown in a rather wide dimension : real-life experience, fundamental thoughts, concepts into practice, technology, new tools and methods in action.

Leading a project : an enterprise approach

For project managers as well as a wider audience of decision-makers.
Complex projects don't unfold in a certain world and are by definition a center of unexpected events. It is time to reform the notion of quality and to adopt an enterprise approach according to four main actions Components.

Component 1 : Monitoring the project organization, that is not only scheduling

Organizing is not limited to defining the schedule phase. Organizing, that is also building the reference frame which determines, in perfect understanding with all the project actors, the performance and value reference system.
  • 1st key factor : Building a value reference system is a preliminary to any project.
    What is the reason why so many projects, once completed, prove to be so little in accordance with expectations? It is important to reexamine the ROI calculation and adopt an approach based on value analysis to build a genuine consensual value reference system
  • 2nd key factor : Surpassing the mechanistic and determinist approach during the schedule phase to favor adaptability.
    What is the reason why, in spite of all the care brought to schedules elaboration, projects never unfold as planned?
    It is sensible to moderate one's confidence in expectations and give more attention to one's ability to react.
  • Nine measures to a better monitoring of the project organization

Component 2 : Stimulating an extended collaboration, that is not coordinating.

At the beginning of the project, the manager does not hold all the cards and therefore is not able to dictate, word for word, respective tasks. Only approaches stimulating the collaboration of all the actors are liable to lead to success.
  • 3rd key factor : Replacing the coordination of tasks by the synchronization of roles.
    Still in use classical principles of division of tasks are not enough for the complexity of current projects. It is time to allow the specialist actors in charge of the fulfillment a wider latitude of action.
  • 4th key factor : Giving up the traditional and authoritarian mode of operation.
    Managers still hesitate in giving up the classical and directive mode of management which yet is not apropriate to lead complex projects, does not allow optimal resolution of problems and is not in line with the new organisations of teams.
  • 5th key factor : Adopting principles of team management which favor internal and external cooperation.
    Team work is not innate. A poorly built and badly managed team might actually act like a value destroyer. The management of an effective team hinges on four major phases.
  • Six measures to a better stimulation of the teams' cooperation.

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