The behaviour of people and their organisation are the primary drivers of a project’s pace of progress. Methodology, tools and techniques are vital but subordinate to human endeavour; if only because their selection, deployment and application entirely depend on the abilities of the project players and their organisation. Performance ultimately rests on human and organisational behaviour: expressed by the players’ experience, professional ability, resolve, dialogue and collaboration. Fresh approaches and methods help practitioners to address this reality productively. This book is written under nine headings: collaboration; able people; strength; connections; rigour; pace; persistence; adaptation; and maturity. The Single-Minded Project offers a new and convincing appreciation of project management that will harness players and their organisation. It recognises that at its heart, the management and leadership of a project regime relies on the choices, behaviours and decisions of its players and the organisation’s freedom of action. It addresses the urgency of the project (the need for swiftness), coupled with the kind and degree of diligence (the need for rigour in the choice and management of method): referring to its Pace of Progress. The success of a project very much depends on the pace at which it is conducted to then deliver value. Projects find themselves in territory where methodology, tools and techniques are of little help. The Single-Minded Project fills that gap and more.
The Single-Minded Project offers an approach to project management that is entirely complementary to the existing methodologies; one that recognises that at its heart, the management of a project relies on the perceived choices and methods, behaviours and decision-making of its players and the freedom of action that is permitted to the project regime. It fills in the gaps where the methodology doesn’t provide any kind of response to questions such as ‘how fast should we deliver this project’ and ‘how much diligence is appropriate in our decision-making’. It recognises that performance ultimately rests on human knowledge, resolve, skill and collaboration.
As the title suggests, Project Resilience is about making projects and project managers more resilient. It offers a glimpse into our tendencies to be irrational in the face of adversity: risk, uncertainty and complexity. The second purpose is to offer a new perspective to aid in managing risky, and in particular uncertain and complex projects. The authors go beyond commonly-accepted standards in project management with the aim of providing an understanding of how to implement project-wide resilience. The purpose is to guide, not to prescribe. It is best used as a trigger for a thinking process to define your own unique approach to managing uncertainty, not to replace your experience and judgement. Ultimately, it has been written to challenge traditional wisdom in project management, and to address the rationale for creative best practices.
In the years following the global financial crisis, many low-income countries experienced rapid recovery and strong economic growth. However, many are now facing enormous difficulties because of rapidly rising food and fuel prices, with the threat of millions of people being pushed into poverty around the globe. The risk of continued food price volatility is a systemic challenge, and a failure in one country has been shown to have a profound impact on entire regions. This volume addresses the challenges of commodity price volatility for low-income countries and explores some macroeconomic policy options for responding to commodity price shocks. The book then looks at inclusive growth policies to address inequality in commodity-exporting countries, particularly natural resource rich countries. Perspectives from the Middle East and North Africa, sub-Saharan Africa, emerging Asia, and Mexico are presented and, finally, the role of the international donor community is examined. This volume is a must read for policymakers everywhere, from those in advanced, donor countries to those in countries with the poorest and most vulnerable populations.
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