- Paperback: 192 pages
- Publisher: Financial Times/ Prentice Hall; 1 edition (1 May 1992)
- Language English
- ISBN-10: 0138128278
- ISBN-13: 978-0138128272
- Product Dimensions: 23 x 15.6 x 1.2 cm
- Average Customer Review: 5.0 out of 5 stars See all reviews (1 customer review)
- Amazon Bestsellers Rank: 473,055 in Books (See Top 100 in Books)
- See Complete Table of Contents
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Product Description
Product Description
A more volatile and competitive business environment means that organizations are introducing more changes, more frequently. Legislative changes affecting public sector organizations are also bringing radical change there. Someone has to make the broad policy into a practical reality, namely the project manager. This book looks at the job of managing change from the point of view of the project manager - the demands they face, the skills they need and ways they can use them. The book offers a clear central message: "put more emphasis on interpersonal skills and you lead projects better"; it relates text to managers work through examples from cases, notepads, checklists, techniques, personal checkpoints and includes recent cases from a wide range of business sectors.
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Customer Reviews
Most Helpful Customer Reviews
5 of 6 people found the following review helpful
Format:Paperback
This book looks like it's going to be some standard advice of the "Master project management in 30 minutes" school. Not so.
It actually reports some fascinating research into real projects involving business change and shows clearly how the nature of the project should drive the style of management.
Some traditional project management techniques fail to deal with the extra problems that changing a business can create. The emphasis must change towards proactively dealing with the obstacles people throw in the way of change that's not to their liking.
It actually reports some fascinating research into real projects involving business change and shows clearly how the nature of the project should drive the style of management.
Some traditional project management techniques fail to deal with the extra problems that changing a business can create. The emphasis must change towards proactively dealing with the obstacles people throw in the way of change that's not to their liking.
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