The Project Manager As Change Agent: Leadership, Influence and Negotiation

473 Pages·1999·2.33 MB·English

by  J. Rodney Turner

THE HANDBOOK OF
PROJECT-BASED
MANAGEMENT
Other books by Rodney Turner published by McGraw-Hill
Turner, J.R., Grude, K.V. and Thurloway, L., 1996, (eds), The Project Manager as Change Agent,
McGraw-Hill, London, 264p, ISBN: 0-07-707741-5.
Turner, J.R., (ed), 1995, The Commercial Project Manager, McGraw-Hill, London, 408 p, ISBN:
0-07-707946-9.
THE HANDBOOK OF
PROJECT-BASED
MANAGEMENT
Leading Strategic Change in Organizations
J. Rodney Turner
Third Edition
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To Edward, now 18
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ABOUT THE AUTHOR
RODNEYTURNERis Professor of Project Management at the Kemmy Business School of the
University of Limerick and at the Lille School of Management. He is also an Adjunct
Professor at the University of Technology, Sydney and Educatis University, Zurich, and was
a Visiting Professor at Henley Management College and George Washington University.
Rodney Turner is the author or editor of fourteen books. He is editor of The International
Journal of Project Management, and has written articles for journals, conferences, and
magazines. He lectures on and teaches project management worldwide.
From 1991 to 2004, Rodney was a member of Council of the UK’s Association for Project
Management, with two years as Treasurer and two as Chairman. He is now a Vice President.
From 1999 to 2002, he was President and then Chairman of the International Project
Management Association, the global federation of national associations in project manage-
ment, of which APM is the largest member. He has also helped to establish the Benelux
Region of the European Construction Institute as foundation Operations Director. Rodney is
director of several SMEs and a member of the Institute of Directors. He is also a Fellow of
the Institution of Mechanical Engineers and of the Association for Project Management.
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CONTENTS
Preface xv
Acknowledgments xvii
Chapter 1: Leading Change through Projects 1
1.1 Projects and their Management / 2
1.2 The Process Approach / 17
1.3 The Management of Projects and this Book / 20
1.4 Images of Projects / 21
Summary / 24
References / 25
Part 1: Managing the Context
Chapter 2: Projects for Delivering Beneficial Change 29
2.1 Identifying the Need for Performance Improvement / 29
2.2 Diagnosing the Change Required / 31
2.3 The Benefits Map / 37
2.4 Projects for Implementing Corporate Strategy / 39
Summary / 46
References / 46
Chapter 3: Project Success and Strategy 47
3.1 Project Success Criteria / 48
3.2 Key Performance Indicators / 52
3.3 Project Success Factors / 53
3.4 The Strategic Management of Projects / 60
3.5 Principles of Project Management / 65
Summary / 67
References / 68
Chapter 4: The People Involved 71
4.1 Reactions to Change / 71
4.2 Managing Stakeholders / 77
4.3 Communicating with Stakeholders / 83
4.4 Project Teams / 85
ix