Twelve good practices to succeed for project managers and decision-makers
The Efficient Project Manager
he 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.
omplex 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
- 1st key factor : Building a value reference system is a preliminary to
What is the reason why so many projects, once completed, prove to be so
in accordance with expectations? It is important to reexamine the ROI
and adopt an approach based on value analysis to build a genuine
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
projects never unfold as planned?
It is sensible to moderate one's confidence in expectations and give
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
- 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
the complexity of current projects. It is time to allow the specialist
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
of management which yet is not apropriate to lead complex
does not allow optimal resolution of problems and is not in line with the
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
act like a value destroyer. The management of an effective team hinges on
- Six measures to a better stimulation of the teams' cooperation.