Home: Issue 2 2011 › Lead Story › Book Report
04/03/2011 | Channel:
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This issue of ESCM features a money-saving offer for readers. Using this unique code - G11EEY35 – readers can qualify for a 35 per cent discount on selected titles from www.gowerpublishing.com/partnerescm
Project Success - Critical Factors and Behaviours
Emanuel Camilleri, University of Malta
The issue of what defines project success (or failure) is complex and often elusive, and dependent on the perceptions of different stakeholders. In this enlightening book Emanuel Camilleri examines the key factors bearing on perceived success or failure. This book is not just about project management; it goes much deeper into the topic of project success by prescribing a project success framework.
In chapters dedicated to factors such as leadership, teams, communication, information management and risk management, the author shines a light on the key behaviours in which project managers and others engage and how those behaviours predict success or failure. Practising project managers, project board members and sponsors, struggling to manage conflicting stakeholder expectations, complexity and ambiguity, will learn which factors are vital to determining successful outcomes.
Finally, having highlighted the particular skills, abilities and attributes identified by the research, Dr Camilleri offers a diagnostic model for assessing an organisation’s preparedness for undertaking and successfully managing major projects. Project Success provides a valuable contribution to the literature on this subject, and its application delivers practical guidance that will be welcomed by project professionals at all levels.
Contents: Foreword; Preface; Part I In Search of Factors that Facilitate Project Success: Introduction; The perception of project success; Why some projects succeed and others fail. Part II Project Hygiene Support Factors: Project strategic fit; Project scope; Project organisation structure; Project teams structure; Project planning and control. Part III Project Informational Support Factors: Information flow and knowledge management; Project risk management; Project competency development. Part IV Project Behavioural and Managerial Support Factors: Management and leadership; Employee commitment and participation; Internal and external communication. Part V Organisational Project Diagnostic Model: Diagnosing an organisation’s preparedness for undertaking and managing projects; Index.
Before his retirement, Emanuel Camilleri was the Director General (Strategy and Operations Support) at the Maltese Ministry of Finance, the Economy and Investment. He has had a long career in the public sector in Australia, and has managed large projects. Dr Camilleri obtained his Business Studies bachelor’s degree at FIT currently, Victoria University, Melbourne, Australia, has an MBA from Brunel University, UK (prize winner), and a DBA from Maastricht School of Management, The Netherlands. He is a certified accountant, a Chartered Engineer (British Engineer Council), European Engineer (FEANI, Paris), and member of many professional bodies. He represented Malta on a number of international bodies and is a visiting senior lecturer at the University of Malta. He has written and published a number of conference and other papers.
Prevalence, Causes and Consequences
John Rayment, Principal Lecturer, Ashcroft International Business School, Anglia Ruskin University and Jonathan Smith, Senior Lecturer, Ashcroft International Business School, Anglia Ruskin University
The ‘MisLeadership’ of this book’s title is a description of the phenomenon the authors have uncovered through their analysis of the validity, or otherwise, of current leadership styles and achievements, in the light of the challenges leaders face, and particularly of the urgent global issues with which business leaders are now confronted. John Rayment and Jonathan Smith examine existing approaches to leadership with a focus on their shortcomings, categorised according to the four main types of misLeadership the authors have identified - Missing, Misguided, Misinformed and Machiavellian leadership. Each of these forms of misleadership has a corollary in one of the four elements of the kind of holistic leadership that the authors advocate - the capacity for effective decision making, the adoption of a global perspective, the move to a new business paradigm to replace the current economic and social one, and commitment to a contemporary mission. From Rayment and Smith’s passionately argued, but well reasoned perspective, leaders, the led and those responsible for leadership development will gain an insight into the prevalence and causes of misleadership and into ways in which it can be identified and overcome. A range of examples and case studies is provided to enable the concepts presented here to be related to practice.
As well as illustrating instances of ‘misleadership’ these also demonstrate that the emphasis in relation to the decision-making models currently available to leaders may not be the most important stages of the processes involved. The global perspective emphasised by the authors is not just about globality in the geographical sense. An important part of the way forward suggested here involves considering all aspects of humanity - the physical, mental and spiritual strength, stamina and fitness of individuals, groups and societies, in the context of a ‘Global Fitness Framework’. All this is presented in a practical and approachable style that enables these authors to introduce a new approach to a key element of management thinking, in a way that will encourage and empower individuals to think on a different scale, challenge assumptions and exercise effective leadership.
John Rayment comes from an accounting background, but has moved increasingly toward decision making and problem solving. This led him to consider whether mental fitness could be thought of in similar fashion to physical fitness, i.e. in terms of strength, stamina and suppleness, and the role such mental fitness should play in successful leadership, particularly in the solution of urgent global issues (UGIs). He concluded that while mental processes are vital for good decision making, they are not sufficient to provide and ensure such factors as strong motivation and valid mission and values. This caused John to consider whether another element was necessary, which he ultimately identified as spirituality, loosely defined as ‘sustainable, just and fulfilling human presence on the planet’ which includes motivation, mission and values but also such aspects as connectedness, caring and sharing, life force, drive and the possibility of higher forces such as God or gods, or other unknown forces including magic.
Dr Jonathan Smith, MA, Chartered FCIPD, is a Senior Lecturer at the Ashcroft International Business School, Anglia Ruskin University. He leads international postgraduate programmes in leadership and facilitates innovative masters level courses in leadership, strategy, organisational change, HRM and research methods. Jon coaches and supports a large number of leaders and HR professionals in the research, design and implementation of best practice initiatives in organisations.