In chapters dedicated to factors such as leadership, teams, communication, information management and risk management, the author shines a light on the key behaviours in which project managers and others engage and how those behaviours predict success or failure. Practising project managers, project board members and sponsors, struggling to manage
In chapters dedicated to factors such as leadership, teams, communication, information management and risk management, the author shines a light on the key behaviours in which project managers and others engage and how those behaviours predict success or failure. Practising project managers, project board members and sponsors, struggling to manage
Before his retirement, Emanuel Camilleri was the Director General (Strategy and Operations Support) at the Maltese Ministry of Finance, the Economy and Investments. He has had a long career in the public sector in Australia, and has managed many large projects. Dr Camilleri obtained his Business Studies bachelor's degree at FIT, currently Victoria University, Melbourne, Australia; has an MBA from Brunel University, UK (prize winner); and a DBA from Maastricht School of Management, The Netherlands. He is a certified accountant; a Chartered Engineer (British Engineer Council); European Engineer (FEANI, Paris); and member of many professional bodies. He represented Malta on a number of international bodies, the more predominate ones being UNCTAD Inter Governmental Group of Experts on International Standards of Accounting and Reporting; European Union Advisory Committee for Own Resources; and the European Bank of Reconstruction and Development. Emanuel Camilleri is a visiting senior lecturer at Faculty of Economics, Management and Accountancy, University of Malta. He has written and published a number of conference and peer reviewed academic papers.
Inhaltsangabe
I: In Search of Factors That Facilitate Project Success 1: Introduction 2: The Perception of Project Success 3: Why Some Projects Succeed and Others Fail II: Project Hygiene Support Factors 4: Project Strategic Fit 5: Project Scope 6: Project Organization Structure 7: Project Teams Structure 8: Project Planning and Control III: Project Informational Support Factors 9: Information Flow and Knowledge Management 10: Project Risk Management 11: Project Competency Development IV: Project Behavioural and Managerial Support Factors 12: Management and Leadership 13: Employee Commitment and Participation 14: Internal and External Communication V: Organizational Project Diagnostic Model 15: Diagnosing an Organization's Preparedness for Undertaking and Managing Projects
I: In Search of Factors That Facilitate Project Success 1: Introduction 2: The Perception of Project Success 3: Why Some Projects Succeed and Others Fail II: Project Hygiene Support Factors 4: Project Strategic Fit 5: Project Scope 6: Project Organization Structure 7: Project Teams Structure 8: Project Planning and Control III: Project Informational Support Factors 9: Information Flow and Knowledge Management 10: Project Risk Management 11: Project Competency Development IV: Project Behavioural and Managerial Support Factors 12: Management and Leadership 13: Employee Commitment and Participation 14: Internal and External Communication V: Organizational Project Diagnostic Model 15: Diagnosing an Organization's Preparedness for Undertaking and Managing Projects
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