Leo de Bruijn
As projects and their environments become increasingly complex,
the human dimension can get lost in the clamour. The authors
refocus attention on this human dimension by identifying five
frustrations that will be recognisable to every team leader:
‘we’re not making any headway as a team’; ‘I’d be better off
doing it myself’; ‘the behaviour of my team members frustrates
me’; ‘they don’t take ownership’ and ‘the project meeting drains
too much of my energy’.
The authors share their experiences as (project) manager, project
supervisor, trainer and coach, complementing these experiences
with practical models. They aim to acknowledge the frustrations
as signals and enlighten you as to how others have dealt with
these signals, so that you are able to
pay proper attention to the human
dimension in your projects.
Marieke, Hans, Leo and Menno became acquainted at KPMG Consulting in the 1990s, where they held various positions: Marieke started out as a Proposal Advisor and worked as the CEO’s Personal Assistant for three years, Hans was partner in the IT Strategy practice, Leo was a Senior Consultant in the ERP consulting practice and Menno was a Project/Programme and Operations
Manager. They met during Core Skills, a training programme focused on Team Development and Project Kick-Offs. After leaving KPMG Consulting, they all went their separate ways. Fortunate coincidence reunited the four in the winter of 2014/2015, and they conceived the plan to commit their experiences and thoughts regarding team development and projects to paper.
This book was simultaneously published in Dutch as : Vijf frustraties van projectmanagers.
This book presents an outstanding combination of familiar real-life examples, useful models to help define the frustrations, and practical tips on how to tackle your own frustrations. These tips can not only be applied to traditional and Agile projects, but to every group with which you are working towards a goal!
Seada van den Herik - former CEO Zwitserleven
The book offers an extremely practical and clear explanation of the required models, but particularly of how to deal with team member’s verbal and non-verbal signals. Project managers that focus on applying these methods in practice will definitely succeed in bringing their projects and team members into the flow, and in turn, achieve better results!
Hjalmar Halvorsen - Account Executive, T-Systems
This book was just what the doctor ordered: I am in the middle of a major project, and I can clearly recognise all of the frustrations. I now see how we swing to and fro between the first two team development phases, which means ownership is a non-starter,
and we are not adequately managing our stakeholders’ expectations.
Joop Roes, Director Information Management,
Digital Workplace, AkzoNobel
|Jaar van uitgave||2017|