The people project triangle : balancing delivery, business-as-usual, and people's welfare / Stuart Copeland and Andy Coaton. [electronic resource]

By:

Copeland, Stuart [Author]

Contributor(s):

Coaton, Andy []

Material type: Text

TextSeries: Portfolio and project management collectionPublication details: New York, New York (222 East 46th Street, New York, NY 10017) : Business Expert Press, (c)2020.Edition: First editionDescription: 1 online resource (xiv, 129 pages) : illustrationsContent type:

text

Media type:

computer

Carrier type:

online resource

ISBN:

9781951527617

Subject(s):

Genre/Form:

Electronic books.

LOC classification:

HD69.P75

Online resources:

Available additional physical forms:

Contents:

Chapter 1. Introduction -- Part I. The changing project environment. Chapter 2. The why and how of projects ; Chapter 3. The changed business landscape ; Chapter 4. The changed project landscape -- Part II. Implications. Chapter 5. Impact and the people project triangle ; Chapter 6. Impact on people ; Chapter 7. Impact on business as usual ; Chapter 8. Impact on projects ; Chapter 9. Thesis and problem summarized -- Part III. What to do. Chapter 10. Categorizing projects ; Chapter 11. Executive sponsor is key ; Chapter 12 The vision ; Chapter 13. Team selection ; Chapter 14. The stakeholder PM ; Chapter 15. Start right ; Chapter 16. Involving people effectively ; Chapter 17. Dealing with people day to day ; Chapter 18. Get the important stuff done ; Chapter 19. Summary.

Abstract: Driven by rapid external change, the modern corporation is lean and cost conscious. A consequence is an increasingly common project management situation of a medium important, medium complex business change project that cannot justify a full-time team. Consequently, it is resourced by in-house staff working on the project as homework, meaning in addition to their normal responsibilities. The authors term this a composite project. This book postulates that composite projects are increasingly used to meet the demands of rapid business change. However, they are largely unrecognized as a separate organizational category of project, with particular characteristics, management needs, and risks. The People Project Triangle refers to the trade-off between the project, the ongoing business, and the people working in them. When pressure mounts it is often the people who bear the brunt, risking stress and burnout. The authors assert that with better recognition, clearer understanding and appropriate measures, many of the common problems with composite projects can be foreseen and avoided or mitigated.

Item type: Online Book

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Holdings
Item type	Current library	Collection	Call number	URL	Status	Date due	Barcode
Online Book	G. Allen Fleece Library	Non-fiction	HD69.P75 (Browse shelf(Opens below))	Link to resource	Available		9781951527617

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Previous	HD69.P75 Making projects sing : a musical perspective of project management /	HD69.P75 The MBA distilled for project & program professionals : up-level your skills & career by mastering the best parts of an MBA program /	HD69.P75 Passion, persistence, and patience : key skills for achieving project success /	HD69.P75 The people project triangle : balancing delivery, business-as-usual, and people's welfare /	HD69.P75 A practical guide for holistic project management /	HD69.P75 Project communication from start to finish : the dynamics of organizational success /	HD69.P75 Project communications : a critical factor for project success /	Next

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Driven by rapid external change, the modern corporation is lean and cost conscious. A consequence is an increasingly common project management situation of a medium important, medium complex business change project that cannot justify a full-time team. Consequently, it is resourced by in-house staff working on the project as homework, meaning in addition to their normal responsibilities. The authors term this a composite project. This book postulates that composite projects are increasingly used to meet the demands of rapid business change. However, they are largely unrecognized as a separate organizational category of project, with particular characteristics, management needs, and risks. The People Project Triangle refers to the trade-off between the project, the ongoing business, and the people working in them. When pressure mounts it is often the people who bear the brunt, risking stress and burnout. The authors assert that with better recognition, clearer understanding and appropriate measures, many of the common problems with composite projects can be foreseen and avoided or mitigated.

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