The Strategic Project Leader: Mastering Service-Based Project Leadership, Second Edition

2016 ◽  
Vol 47 (2) ◽  
pp. e1-e1 ◽  
Author(s):  
Jonathan Newell
Keyword(s):  
Project Leader ◽  
Project Leadership ◽  
Strategic Project

Strategic project leadership: quale sarà il futuro?

2015 ◽  
pp. 27-29
Author(s):  
Federico Minelle ◽  
Claudia Spagnuolo
Keyword(s):  
Project Leadership ◽  
Strategic Project

Senior Project Leadership Skills and Career Stallers: Analysis of Perception Differences and Implications for Careers

2020 ◽  
Vol 51 (2) ◽  
pp. 214-234
Author(s):  
Maurizio Floris ◽  
Sharna L. Wiblen ◽  
Ekaterina Anichenko
Keyword(s):  
Leadership Skills ◽  
Career Progression ◽  
Career Management ◽  
Project Leader ◽  
Project Leadership ◽  
Senior Project ◽  
High Performing ◽  
Direct Reports ◽  
Blind Spots

We know little about which leadership skills matter most and according to whom in the career progression of project leaders. This research suggests that high-performing senior project leader talent have few skill or career staller blind spots that may endanger their careers. However, this may not be the case for all senior project leaders. It is therefore recommended that, as part of proactive career management, they seek feedback from managers who impact their careers the most. The research further suggests treating feedback from peers or direct reports with some caution as their ratings are significantly more generous than self ratings.

scholarly journals The lived experience of project leadership in a loosely coupled transient context

2017 ◽  
Vol 10 (3) ◽  
pp. 600-620 ◽  
Author(s):  
Christopher Cullen ◽  
Brian Leavy
Keyword(s):  
Lived Experience ◽  
Academic Community ◽  
Future Research ◽  
Systematic Research ◽  
Project Leader ◽  
Project Leadership ◽  
Social Phenomena ◽  
Content Type ◽  
Loosely Coupled ◽  
Insight Into

Purpose The purpose of this paper is to investigate the lived experience of the project leader and generate additional insight into the relationship between the social and technical aspects of the actual practice of project leadership, focussing on a particular type of project that is prevalent in practice but largely overlooked in mainstream literature. It is referred to here as a “loosely coupled transient” (LCT) project. Design/methodology/approach Using an exploratory, inductive approach, the research investigates the lived experience of 30 project management (PM) practitioners to try to deepen the empirical and conceptual insight into the nature of the leadership challenge and what it takes to be successful in the LCT project setting. The research design includes an extra data-collection phase to allow the initial findings and their interpretation to be further validated and refined in the field. Findings The empirical findings highlight the importance of three socio-behavioural roles: context building, culture-bridging and political brokering, in addition to the more traditional technical coordinating role, and examine their implications for future research and practice. Research limitations/implications The findings emerging from this study are based on the insights provided by 35 exploratory interviews and while they provide the authors with useful insights into the socio-behavioural roles that practitioners consider necessary, they should now be further examined through more focussed, systematic research. Practical implications This study points up that project leadership requires new forms of ability and intelligence described in this study as contextual, cultural and political forms of intelligence. Practitioners suggest the findings have a potential usefulness in the selection and training of future project managers. Originality/value The study attempts to provide a fresh perspective on social phenomena that are context specific, of relevance to PM practice and of interest to the academic community. It contributes to previous PM research by furthering the analysis of actual PM practice that takes place within the project setting by giving explicit consideration to the importance of understanding the contextual, cultural and political influences on leadership in the project setting.

scholarly journals Facilitating translational team science: The project leader model

2019 ◽  
Vol 3 (4) ◽  
pp. 140-146
Author(s):  
Lynn Sutton ◽  
Lisa G. Berdan ◽  
Jean Bolte ◽  
Robert M. Califf ◽  
Geoffrey S. Ginsburg ◽  
...  
Keyword(s):  
Project Management ◽  
Critical Role ◽  
Academic Research ◽  
Science Research ◽  
Team Science ◽  
Project Leader ◽  
Translational Science ◽  
Project Leadership ◽  
Research Organizations ◽  
Academic Settings

AbstractProject management expertise is employed across many professional sectors, including clinical research organizations, to ensure that efforts undertaken by the organization are completed on time and according to specifications and are capable of achieving the needed impact. Increasingly, project leaders (PLs) who possess this expertise are being employed in academic settings to support clinical and preclinical translational research team science. Duke University’s clinical and translational science enterprise has been an early adopter of project management to support clinical and preclinical programs. We review the history and evolution of project management and the PL role at Duke, examine case studies that illustrate their growing value to our academic research environment, and address challenges and solutions to employing project management in academia. Furthermore, we describe the critical role project leadership plays in accelerating and increasing the success of translational team science and team approaches frequently required for systems biology and “big data” scientific studies. Finally, we discuss perspectives from Duke project leadership professionals regarding the training needs and requirements for PLs working in academic clinical and translational science research settings.

scholarly journals What is Strategic Project Leadership?

2015 ◽  
Vol 2 (Suppl 1: M5) ◽  
pp. 29-37 ◽  
Author(s):  
Aaron Shenhar
Keyword(s):  
Project Leadership ◽  
Strategic Project

STUDY OF THE ORGANIZATION ADAPTIVITY RATE CORRELATION IN RELATION TO ITS INTERNAL INTEGRITY

2020 ◽  
Vol 3 (4) ◽  
pp. 292-304
Author(s):  
Inna O. Hordieieva ◽  
Valentina M. Molokanova
Keyword(s):  
Project Management ◽  
Stable State ◽  
Evolutionary Development ◽  
Current State ◽  
Modern Project ◽  
Development Processes ◽  
Methodological Principles ◽  
Internal Integration ◽  
Strategic Project ◽  
Rate Correlation

The focus of modern project management is increasingly shifting from the management of individual projects to the management of strategic project-oriented development of organizations. Now there is a need to pay more attention to project management as a universal tool for the development of systems at any level. The aim of the article is to study the processes of organization adaptation to constant changes through a synergetic portfolio of projects based on a strategic plan for the development and evolution of the organization. The spiral movement of systems development for studying development processes is considered: the process of transition of an organization from one stable state to another, the process of radical changes that accompanies innovation, as well as the processes of growth and development of crisis phenomena. The methodological principles of the organization evolutionary development management through the implementation of portfolio using its methods and tools are considered. It is proposed to manage the organization evolutionary development by building actions in the form of a synergistic portfolio of appropriate projects content, in order to increase the value of the entire portfolio of projects over the value of individual projects. The synergetic portfolio of projects is seen as a tool for a harmonious transition to the desired evolutionary state, by preserving the internal integrity of the organization and ensuring its sustainability. A mathematical model for estimating the desired properties and relations of the organizational synergetic portfolio of projects is proposed, which allows to determine and minimize the magnitude of the evolutionary goals inconsistency and to stabilize the current state of organization. It is determined that the two main tasks of any organization - external adaptation and internal integration - constantly push the organization to evolutionary development. The article proposes the author's approach to managing the organization evolutionary development through a portfolio of projects identifies indicators of adaptation of the organization to changes in the environment, defines the conditions for maintaining the integrity of the organization in the process of organizational changes.

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