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About Oliver F. Lehmann
As a writer of books and articles on project management, Oliver F. Lehmann mostly keeps a focus on the cross-corporate and interpersonal aspects of the discipline. He is also interested in Bid/proposal management and Connective leadership, fields for which he has obtained certifications by the leading organizations.
Oliver F. Lehmann holds a Master of Science in Project Management from the University of Liverpool and is certified as Project Management Professional (PMP) by the internationally esteemed Project Management Institute (PMI). He is a Visiting lecturer at the Technical University of Munich, Germany, and is frequently booked for seminars by companies including Airbus, DB Schenker, Microsoft, T-Systems and others.
He lives in Munich, Bavaria, and has 4 children and 2 grandchildren.
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- Contractors: Project managers in customer(-facing) projects have to bring money home.
- Customers: Project managers outsourcing the work partially or in full have to turn contract parties into project partners, emphasizing completing over competing.
The book "Project Business Management" fills this gap. It describes common problems in project business and suggests solutions that help perform cross-corporate projects with joy and success.
Project practice has undergone significant changes requiring new ways of thinking about and managing projects. The single focus on the staged delivery of artefacts is gradually being replaced by a wider interest in stakeholders, value, benefits, and complexity. As a result there is a growing interest in the development of practitioner capabilities, grounded in the recognition that dealing with permeable boundaries and unstructured situations transcends normative processes. Modern practitioners increasingly utilise deliberative and reflective approaches, often challenging received wisdom and traditional interpretations.
This volume provides a sampling of some of the best writing in the project domain, enabling readers to access a wider group of authors, ideas, and perspectives. Key topics covered include agility and programme management, planning, people, business cases, contracts, teams, sponsorship, collaboration, strategy, patterns, context, change, and benefits.
The main aims of the collection are to reflect on the state of practice within the discipline; to propose new extensions and additions to good practice; to offer new insights and perspectives; to distil new knowledge; and, to provide a way of sampling a range of the most promising ideas, perspectives and styles of writing from some of the leading thinkers and practitioners in the discipline.
Most project managers would agree that every project is unique. But not all project managers would agree that the best way to manage a unique project is unique. Many still cling to the old practice of having a methodology that is applied to all projects. "One size fits all" is still in common use, and this approach has proven to lead to project failure. Flexibility, situational intelligence, and creativity are essential to deliver project success.
The need to recognize and master ever-changing requirements and environmental conditions is a tough challenge for professional project managers. The same practices that led to success yesterday may cause failure today. Selecting favorable responses to a given situation is often the most critical factor of the dynamics of success and failure. This book is designed to help project professionals assess a situation, predict the appropriate approach, methodology and achieving styles, and then apply them in a situational fashion.
To guide project managers in selecting the appropriate responses, Situational Project Management (SitPM) shows how to assess a given project, determine its unique characteristics, and select the appropriate methods to complete the project. With this book, projects managers can use SitPM to develop profiles of their projects on the basis of the projects’ physical characteristics, the project teams’ behavioral characteristics, the enterprise environment, and the market environments receiving project deliverables. These profiles help project managers to determine the appropriate project life cycle approach and leadership style. The book also explores various ways to engage stakeholders on the basis of a project’s SitPM profile.
The book’s author, Oliver F. Lehmann, has developed a set of templates to apply SitPM in practice. It can be downloaded from www.oliverlehmann.com/SitPM/Templates.zip.