Choosing Appropriate Project Managers
Matching their Leadership Style to the Type of Project
Published on 1. December 2006
132 pages
978-1-62825-151-7 (ISBN)
Description
In Choosing Appropriate Project Managers, the authors set out to challenge two commonly held ? and related ? views found in the project management community: Project Manager as a tool: The project manager is simply a facilitator for the project management process and that implementing the right systems and procedures are more important than any individual project managerProject management is universal: Once an individual has acquired the skills of project management, that individual can manage any type of project, regardless of technology, industry or domain knowledge
More details
Other editions
Additional editions
Ralf Mueller
Choosing Appropriate Project Managers
Matching their Leadership Style to the Type of Project
Book
12/2006
Project Management Institute
€55.84
Article exhausted; check different version
Content
- Cover
- Title Page
- Copyright Page
- Table of Contents
- List of Tables
- List of Figures
- Executive Summary
- Chapter 1: Introduction
- The Research Project
- Structure of this Report
- Chapter 2: Leadership
- The Schools of Leadership
- The Competency School of Leadership
- Cultural Behaviors of Leaders
- Leadership Styles and Context
- Personality and Team Behaviors
- Conclusion
- Chapter 3: Project Success
- Project Success Factors
- The Project Manager as a Success Factor
- Project Success Criteria
- The Project Management Literature on Project Categorization
- Chapter 4: Research Methodology
- Aims and Approach
- Research Model
- Interviews
- Web-Based Questionnaire
- Validation
- Project Manager Profiles
- Chapter 5: Interviews
- Companies Interviewed
- Types of Projects
- Success Criteria
- Criteria for Selecting Project Managers
- Rating Leadership Competencies
- Summary
- Chapter 6: Web-Based Questionnaire
- Competences and Competencies Correlated to High-Performing Projects
- Validation
- Chapter 7: Project Manager Profiles
- Profiles by Application Area
- Profiles by Project Complexity
- Profiles by Project Importance
- Profiles by Contract Type
- Profiles by Life-Cycle Stage
- Chapter 8: Recommendations and Conclusions
- Research Questions and Hypotheses
- Practical Implications
- Theoretical Implications
- Implications for the Project Management Community
- Appendix A: Author Contact Details
- Appendix B: Fifteen Competency Dimensions of Leadership
- Emotional Competencies (EQ)
- Managerial Competencies, (MQ)
- Intellectual Competencies (IQ)
- Appendix C: Project Categories
- Appendix D: Interview Questions
- Nature of the Company
- Project Success
- Project Manager's Personality Style and Project Type
- Selecting Project Managers
- Anything Else
- Appendix E: Interview Data
- Company Information
- Nature of Projects Undertaken
- Project Success
- Selecting Project Managers
- Appendix F: Web-Based Questionnaire
- (A) Project Types
- (B) Project Success
- (C) Demographics
- (D) Competencies
- Appendix G: Web-Based Questionnaire Data and Analysis
- Sample Demographics
- Quantitative Analysis of Questionnaire Data
- Validation
- Project Manager on High-Performing Projects
- Individual Profiles
- References
- Bibliography
