Project Leadership - Step by Step - Part II

This is Volume II of two books on how to master Small- and Medium-Sized Projects - SMPs. These projects seldom receive serious attention in project literature of today. But the popularity of the project approach means that smaller, ‘everyday’ tasks can be performed as projects. The goal and purpose of the smaller projects are often very different from those of the bigger projects and need a different approach. The books systematically review the steps or ‘Stepstones’ any project manager needs to negotiate. The focus is on SMPs, but all projects could benefit from going through the ‘Stepstones’

Background

Introduction

4. How to Lead SMPs
Stepstone # 9: The SMP’s Kickoff Meeting
9.1 Theoretical Reflections behind the Statements in Stepstone # 9
9.2 Practical Reflections behind the Statements in Stepstone # 9
9.3 Conclusions about Stepstone # 9
9.4 Stepstone # 9 Used on the Conference SMP

Stepstone # 10: The Daily SMP Operations
10.1 Theoretical Reflections behind the Statements in Stepstone # 10
10.2 Practical Reflections behind the Statements in Stepstone # 10
10.3 Conclusions about Stepstone # 10
10.4 Stepstone # 10 Used on the Conference SMP

Stepstone # 11: Daily SMP Technical Activity
11.1. Theoretical Reflections behind the Statements in Stepstone # 11
11.2 Practical Reflections behind the Statements in Stepstone # 11
11.3 Conclusions about Stepstone # 11
11.4 Stepstone # 11 Used on the Conference SMP
11.4.1 Balanced Scorecard or Multiple Progression Analyses
11.4.2 Earned Value

Stepstone # 12: The Daily Social Performance in SMPs
12.1 Theoretical Reflections behind the Statements in Stepstone # 12
12.1.1 Theories on Delegation
12.1.2 Theories on Motivation
12.2 Practical Reflections behind the Statements in Stepstone # 12
12.3 Conclusions about Stepstone # 12
12.4 Stepstone # 12 Used on the Conference SMP

Stepstone # 13: The SMP Completion
13.1 Theoretical Reflections behind the Statements in Stepstone # 13
13.2 Practical Reflections behind the Statements in Stepstone # 13
13.3 Conclusions about Stepstone # 13
13.4 Summary of Chapter 4

5. How to Improve the Chances of SMP Success
Stepstone # 14: Measuring an SMP’s Success
14.1 Theoretical Reflections behind the Statements in Stepstone # 14
14.2 Practical Reflections behind the Statements in Stepstone # 14
14.3 Conclusions about Stepstone # 14

Stepstone # 15: Measuring SMP Support Success
15.1 Theoretical Reflections behind the Statements in Stepstone # 15
15.2 Practical Reflections behind the Statements in Stepstone # 15
15.3 Conclusions on Stepstone # 15
15.4 Summary of Chapter 5

Appendix A
Stepstone # 16: Detailed SMP Planning
16.1 Theoretical Reflections behind the Statements in Stepstone # 16
16.2 Practical Reflections behind the Statements in Stepstone # 16
16.3 Conclusions about Stepstone # 16
16.4 Stepstone # 16 Used on the Conference SMP

Appendix B
Stepstone # 17: Agile SMP Control
17.1 Theoretical Reflections behind the Statements in Stepstone # 17
17.2 Practical Reflections behind the Statements in Stepstone # 17
17.3 Conclusions about Stepstone # 17
17.4 Stepstone # 17 Used on the Conference SMP

Appendix C
Stepstone # 18: SMP Risk Assessment
18.1 Theoretical Reflections behind the Statements in Stepstone # 18
18.2 Practical Reflections behind the Statements in Stepstone # 18
18.3 Conclusions about Stepstone # 18
18.4 Stepstone # 18 Used on the Conference SMP

Endnotes

List of Key Words and Expressions

About the Author

PhD from Brunel University, Henley Management School, UK, and USC, University of Southern California, USA, 1989. MSc from University of Oslo, 1969.

Main current position: Professor emeritus at the Norwegian School of Management, Oslo.

Additional current positions: Adjunct professor at the University of Tromsø and Harstad (Norway), associate faculty at Henley School of Management (UK), affiliated professor at Fudan University (Shanghai, China), associate faculty at Supaero Technical University, Toulouse, associate faculty at STUniversity in Aix-en-Provence, at CERAM in Sophia Antipolis, and at HEC in Paris, France, International Dean of Studies at PPMI – Pan Pacific Management Institute (Beijing, China), Member of Executive Board, TsHiba,Cape Town Universty, South Africa.

Consultancies: In addition to the large Norwegian companies such as Statoil, Norsk Hydro, Statskraft, NKL, he has also been working internationally in the Philippins (World Bank), Malaysia (World Bank), India (NORAD), Sri Lanka (NORAD),Tanzania (NORAD and DANIDA), Mozambique (NORAD), Malawi (AFDB), Jamaica (NORAD), Bhutan (World Bank), and in Check Republic, China, Denmark,, The Dominican Republic, Egypt, Finland, Germany, Iran,, Italy, Japan, Kenya,, Portugal, Russia, Singapore, Sweden, Saudi Arabia, Thailand, Trinidad&Tobago,Ukraina, Viet Nam.