All Change!

The Project Leader's Secret Handbook

Eddie Obeng

Publisher: Pearson, 1996, 240 pages

ISBN: 978-0-273-62221-5

Keywords: Change Management, Project Management

Last modified: Dec. 17, 2022, 3:02 a.m.

Synopsis

Infotech Solution's project leader is angry, Really angry. So angry he has resigned. Why? Because he had to implement a major initiative and had failed. He had to change an entire organization's culture when they did not even understand what a culture was. They were just 'too busy' to re-think the way they were operating.

Now he's in France on a holiday of indeterminate length. He's got time to ponder over what went wrong, how it could have been approached. But it is the mysterious Franck who has the real answers…

The Project Leader's Secret Handbook is written from your point of view. It accepts that your life is already busy without you having to follow long check-lists and do even more work. It pulls out the core which yields big results. Results out of proportion to your efforts…

The book that's a novel and a step-by-step guide all in one.

Table of Contents

  • All Change!
    1. Full circle
    2. My old mate
    3. Holding on to your gains
    4. A panacea which can make you ill
    5. Bubble No 1: Learning to learn
    6. Bubble No 2: Recognising stakeholders
    7. So similar… Yet so different
    8. Bubble No 3: Gaining Perspective
    9. Bubble No 4: People and me
    10. Down the creek without a paddle
    • Epilogue: Out of the Circle
  • The Project Leader's Secret Handbook
    • Part 1: Diagnosing Your Own Project or Chunk of Change
      1. Is it worth doing?
      2. What type of change is it?
      3. What sort of problems should you expect?
      4. Which bubbles (skills/tools) should you focus on?
    • Part 2: Try These
      1. Learning to learn
        1. Blowing bubbles
        2. Managing review
      2. Recognising stakeholders
        1. Mapping stakeholders
        2. Establishing the hard and soft criteria of success
        3. The money
        4. Balancing stakeholder expectations
      3. Planning and co-ordinating
        1. Sticky steps
        2. Pacing yourself
        3. The risk of being so near… yet so far: Co-ordination, control and risk
        4. Communication strategies
      4. Working with and leading people
        1. Leadership? What leadership?
        2. Lead the followers
        3. Matching the person to the chunk
        4. A last word
    • Part 3: All Those New Words
      1. The explanations