Mr Alan Harpham's Books

The Spirit of Project Management

By: Dr Judi Neal,Mr Alan Harpham

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The Spirit of Project Management

By: Dr Judi Neal,Mr Alan Harpham

Projects have always been essentially human endeavours. Large modern projects are generally highly complex, fraught with technical difficulties and supported by diverse, often apparently conflicted stakeholders. The spirituality that originally defined some of the great construction projects of the classical era surely has a role in project management today. The Spirit of Project Management explains the context for spirituality in projects and explores how it can be used to create a larger sense of purpose and achievement; to help encourage an esprit de corps amongst all those involved; to act as a touchstone for ethical and sustainable decision-making. This is a very pragmatic book. The first part includes an explanation and a variety of useful models for understanding the significance and value of spirituality in projects. Judi Neal and Alan Harpham devote the second part of the book to help you integrate these ideas into your day-to-day management of projects. Thus there are chapters on spirituality from the perspective of the individual, the project team, the project organization and even project management within a sustainable world framework. Read this book, use the ideas to help you articulate your projects; engage and sustain your project team and your stakeholders; and frame how you work in terms of your organisation, society and the environment.

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Page Count

209

Publisher

Gower Publishing, Ltd.

Published Date

ISBN 10

1409456102

ISBN 13

9781409456100

Customer-Centric Project Management

By: Mr Phil Peplow,Ms Elizabeth Harrin

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Customer-Centric Project Management

By: Mr Phil Peplow,Ms Elizabeth Harrin

There has been a sea-change in the focus of organizations - whether private or public - away from a traditional product- or service-centricity towards customer-centricity and projects are just as much a part of that change. Projects must deliver value; projects must involve stakeholders, and Elizabeth Harrin and Phil Peplow demonstrate convincingly that stakeholders are the ones who get to decide what ‘value’ actually means. Customer-Centric Project Management is a short guide explaining what customer-centricity means in terms of how you work and its importance for project performance; using tools and processes to guide customer-centric thinking will help you see the results of engagement and demonstrate how things can improve, even on difficult projects. The text provides a straightforward implementation guide to moving your own business to a customer-centric way of working, using a model called Exceed and provides some guidance for ensuring that customer-centricity is sustainable and supported in the organization. This is a practical, rigorous and well-researched text. It draws on established models and uses the example of project implementation in a healthcare environment to demonstrate the impact of this significant way of thinking about value. The authors can’t guarantee that the Exceed process will radically improve project success rates, and no process can. Adopting a customer-centric mindset and using the Exceed process to measure and monitor customer satisfaction will, however, help you move towards working with happier, more engaged stakeholders.

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Page Count

137

Publisher

Gower Publishing, Ltd.

Published Date

ISBN 10

1409483797

ISBN 13

9781409483793

Managing the Urgent and Unexpected

Twelve Project Cases and a Commentary

By: Mr Stephen Wearne,Professor Keith White-Hunt

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Managing the Urgent and Unexpected

Twelve Project Cases and a Commentary

By: Mr Stephen Wearne,Professor Keith White-Hunt

Sometimes unanticipated threats or opportunities create a situation in which work is required unexpectedly. On these occasions, such urgent and unexpected work demands an instant start, in contrast to the often lengthy processes of investigation, evaluation, development, selection and planning normal in businesses and public services before the start of a project. Managing the Urgent and Unexpected explores what is different managerially if work is unexpected, its implementation is urgent and an immediate start it is required. The lessons offered here will help private and public organizations plan how to authorize and support future urgent work to take advantage of immediate new business opportunities or to protect or restore systems and services.

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Page Count

225

Publisher

Ashgate Publishing, Ltd.

Published Date

ISBN 10

1472442504

ISBN 13

9781472442505

A Practical Guide to Dealing with Difficult Stakeholders

By: Mr David Bryde,Mr Jake Holloway,Mr Roger Joby

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A Practical Guide to Dealing with Difficult Stakeholders

By: Mr David Bryde,Mr Jake Holloway,Mr Roger Joby

All project stakeholders have different needs, objectives, responsibilities and priorities. For many project managers it is disturbing to realise that, for any number of personal or professional reasons, some of their stakeholders may not be as co-operative and helpful as they expect. It could be a negative and powerful sponsor (the 'Anti-sponsor'), a demotivated team, low-maturity or unrealistic external clients, maliciously compliant gatekeepers and finance teams, or uninterested internal customers. The reality of project management is that stakeholders can be difficult! Jake Holloway, Professor David Bryde and Roger Joby bring their years of project management experience and combine it with research and insight from social psychology to delve into how and why project stakeholders can be difficult. The book describes some of the common stakeholder types - such as Sponsors, the Team, Gatekeepers, Clients and Contractors - and associated unhelpful or difficult behaviour profiles that you will often come across on projects. It then provides practical ideas, techniques and methods that will help the project manager to effectively manage the impact of these stakeholders on the project. As projects get larger and more complicated, the role and influence of stakeholders grows too. A Practical Guide to Dealing with Difficult Stakeholders will provide your project teams with the basis for a more sophisticated and resilient approach to stakeholder management.

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Page Count

123

Publisher

Gower Publishing, Ltd.

Published Date

ISBN 10

1472401662

ISBN 13

9781472401663

Performance Coaching for Complex Projects

Influencing Behaviour and Enabling Change

By: Mr Tony Llewellyn

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Performance Coaching for Complex Projects

Influencing Behaviour and Enabling Change

By: Mr Tony Llewellyn

Performance Coaching for Complex Projects recognises a world of complex undertakings for which the common transactional mindsets and methodologies will not produce the required results. Tony Llewellyn has structured his book in two parts. Part One looks at the challenges of complexity and makes the case for a shift from a transactional directive mindset to a transformational coaching philosophy. Part Two introduces a model of project team coaching including the processes and methodologies that have been shown to be effective in improving team performance. Complex projects are invariably messy, not least because of the human factors associated with them. Performance Coaching for Complex Projects is essential reading for anyone responsible for managing in uncertain, challenging and changing environments.

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Page Count

183

Publisher

Ashgate Publishing, Ltd.

Published Date

ISBN 10

1472461800

ISBN 13

9781472461803

Book's by Mr Alan Harpham

The Spirit of Project Management

The Spirit of Project Management

Customer-Centric Project Management

Customer-Centric Project Management

Managing the Urgent and Unexpected

Managing the Urgent and Unexpected

A Practical Guide to Dealing with Difficult Stakeholders

A Practical Guide to Dealing with Difficult Stakeholders

Performance Coaching for Complex Projects

Performance Coaching for Complex Projects

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