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Project Psychology: Using Psychological Models and Techniques to Create a Successful Project Hardcover – 28 Jan 2012

4.5 out of 5 stars 6 customer reviews

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Product details

  • Hardcover: 224 pages
  • Publisher: Routledge; 1 edition (28 Jan. 2012)
  • Language: English
  • ISBN-10: 0566089424
  • ISBN-13: 978-0566089428
  • Product Dimensions: 17.1 x 1.9 x 24.6 cm
  • Average Customer Review: 4.5 out of 5 stars  See all reviews (6 customer reviews)
  • Amazon Bestsellers Rank: 1,290,485 in Books (See Top 100 in Books)
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Product description

Review

This book addresses a gap in the Project Management literature - how people and their behaviours contribute to project failure, and shows the reader how psychology can improve the chances of project success....I would not have thought of buying this book, but am glad I have read it. It gave me several "A ha!" moments (of understanding), which I am sure others would have, too. It offers a good balance between psychological theory, and practical techniques to improve project results. Project Psychology is recommended for all project managers seeking to improve their people skills. ----- Ken Burrell PMP for Arras People

About the Author

Sharon De Mascia is a Chartered Business Psychologist and a HR/HRD professional. She has extensive project management experience and is Prince2 qualified as well as being an experienced coach. Sharon has 20 years experience of delivering change management and other organisational initiatives across both public and private sectors. In the past she has worked with: Dorset Training and Enterprise Council, the NHS, Tyneside Training and Enterprise Council, The Employment Service, The Highways Agency, The Co operative Insurance Society, The Vita Group, and Mendas. Sharon is an assessor for the British Psychological Society and the Health Professions Council, and an examiner for the International Baccalaureate in Psychology. She is also the Director of 'Cognoscenti', a business psychology consultancy. www.cognoscenti.uk.com.

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Format: Hardcover
This book addresses a gap in the Project Management literature – how people and their behaviours contribute to project failure, and shows the reader how psychology can improve the chances of project success.
Chapter 1 begins by looking at the skills and attributes needed by theproject manager and the project team members. It covers how these might differ from those needed by Business As Usual (BAU) teams and managers, and how to factor them into recruitment or team member selection using psychometric tests.
Chapter 2 covers project leadership, exploring how successful leaders use emotional intelligence to build relationships and trust with colleagues, furthering their engagement and motivation.
Chapter 3 explores the nature of teams, from the roles that people adopt within them to the relationships that form and that can help or hinder project success. It covers the characteristics of high-performing teams, and how to foster a vibrant team culture.
Chapter 4 describes how team leaders can develop and motivate team members through coaching, and the skills needed in order for this to be successful.
Chapter 5 looks at the importance of stakeholders and how to engage them effectively. It covers how to negotiate with them and even coach them whilst maintaining good relationships.
Chapter 6 examines the methods of communication now available to project teams, and how emotions and non-verbal communication affect the transmission and perception of messages. It gives practical suggestions to improve communications with team members and other stakeholders.
Chapter 7 examines the psychology of risk, covering human behaviours to be considered alongside formal risk management.
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By Martin Turner HALL OF FAMETOP 500 REVIEWERVINE VOICE on 2 Mar. 2012
Format: Hardcover
In a welcome book, Sharon de Mascia mediates a wide reservoir of psychological research for the task of improving project success. As she argues in the introduction, our current knowledge on the factors that enable project success is inadequate, but it is well understood that the human factor is key -- and generally underprioritised in project management training.

The book applies a series of well-known techniques, such as MBTI, situational leadership and coaching, to project management. None of this is new material: de Mascia cites freely and accurately so that project leaders who wish to go deeper in a particular area can go straight to the source. What is unique here, though, is that a full suite of evidenced approaches is drawn together to enable project leadership.

This is a welcome move away from some of the more sterile project management approaches, such as the OGC's PRINCE 2 methodology, which emphasise process and governance but take little account of motivation, behaviour and team management.

At 201 pages, this book is inevitably brief. It provides a good, clear overview for each of the topics it addresses. The summary, at the book's close, acknowledges that Project Psychology will be no more than a beginning for many project leaders. It helpfully points the way both to practical development and further reading.

Strongly recommended for project managers wishing to develop into project leaders, and for people with existing leadership skills wishing to deploy them in larger projects.
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Format: Hardcover
Every year organisations throw trillions of dollars at projects - the majority of them IT based - only to have somewhere between 40 and 70 per cent of them fail due to human factors. A Google search for Human Resources in project management turns up over two million hits, but in the first hundred, less than a handful actually relate to the impact of human behaviour on projects. And much of this small selection merely applies a few management theories to project teams. So it would seem this book is urgently needed and long overdue.

The book covers the essential psychological theory needed to manage the human aspects of project work successfully and considers a wide range of issues including the challenges of multi-site and remote working, how Positive Psychology can be used to build winning teams and the cross-cultural issues likely to impact multi-national projects. In many ways it is best approached not as a stand-alone volume, but an essential appendix to any technical project management manual.

One of the books biggest strengths is the straightforward language which neatly summarises a wealth of knowledge so that it can both act as an introduction for those unfamiliar with psychology or an "aide memoire" for those with considerable knowledge in this area. Insightful questions throughout the book enable both types of reader to focus on the psychological essentials for successful projects.

Writing a book which is likely to appeal to both HR Specialists and technically trained Project Managers is a skill in itself and De Mascia is to be congratulated on her achievement. Much of what she covers is also likely to be of interest to HR and MD specialists operating in more traditional team development settings.
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