Applied Psychology for Project Managers: A Practitioner's by Monika Wastian, Lutz Rosenstiel, Michael A. West, Isabell

By Monika Wastian, Lutz Rosenstiel, Michael A. West, Isabell Braumandl

This e-book deals a vital handbook for venture managers, venture administration places of work (PMO’s), running shoes and specialists, addressing the mental facet of venture administration. Written by means of prime students in organizational psychology and by means of most sensible specialists in undertaking administration, it covers all significant mental issues which are key to undertaking good fortune. The booklet positive factors committed chapters on management and teamwork, together with digital and intercultural cooperation, dedication and motivation of venture groups. It provides a mental standpoint to body of workers administration, decision-making, details and information administration and conversation in venture paintings. energy, influencing strategies and different points of stakeholder administration are coated, in addition to undertaking training, innovation and creativity, self-management and the administration of conflicts, dangers and crises.

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Extra resources for Applied Psychology for Project Managers: A Practitioner's Guide to Successful Project Management

Example text

When personnel needs to be trained or scheduled, information or materials need to be obtained, or processes must be adjusted (Wastian and Schneider 2007a). That means: 2 Project Lifecycles: Challenges in and Approaches to Process Design from a. . 1 need to be considered and managed carefully. However, the most critical factors for project leaders during the Implementation phase are the proper handling of coordination challenges. Unlike in the case of the preceding project phases, no specific triggers for the time-lapsed appearance of ‘lows’ or feedback loops could be identified in the Development phase (Wastian and Schneider 2007a).

However, it was not possible to skip Decision Making. Innovation projects and non-innovation projects were significantly distinct from one another (Wastian and Schneider 2007b): Research projects as well as product and process innovation often went through more phases of Problem Definition and Idea Generation than non-innovation projects, like testimonials, planning, or acquisitions. However, not every innovation project started with a more or less elaborate Problem Definition. The First Step Is Always the Hardest: From Problem Definition to Decision Making Even if the people in charge of the projects refer to a Problem Definition phase, it is often not clear to themselves or their sponsors which issues the project is trying to solve or at least clarify: Example “This project dealt with the analysis of a traffic development plan.

Efficient project management practices are characterized by their insistence on analyzing potential weaknesses in the early project phases (for example through discursive processes or scenario planning) and by heightening flexibility and degrees of freedom for later phases (for example, by ensuring the presence of resources and influential support for complications or unexpected events). The more complex the projects are, and the less experience the team members have with the project tasks, the more advisable project coaching becomes.

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