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Managing Sensitive Projects

A Lateral Approach

  • Authors
  • Olivier d’Herbemont
  • Bruno César

Table of contents

  1. Front Matter
    Pages i-xi
  2. Basic Concepts

    1. Front Matter
      Pages 1-1
    2. Olivier d’Herbemont, Bruno César
      Pages 3-13
    3. Olivier d’Herbemont, Bruno César
      Pages 15-22
    4. Olivier d’Herbemont, Bruno César
      Pages 23-38
    5. Olivier d’Herbemont, Bruno César
      Pages 39-43
    6. Olivier d’Herbemont, Bruno César
      Pages 45-59
  3. Launching the Project

    1. Front Matter
      Pages 61-61
    2. Olivier d’Herbemont, Bruno César
      Pages 63-69
    3. Olivier d’Herbemont, Bruno César
      Pages 71-81
    4. Olivier d’Herbemont, Bruno César
      Pages 83-93
  4. Conceiving a Lateral Project

    1. Front Matter
      Pages 95-97
    2. Olivier d’Herbemont, Bruno César
      Pages 99-118
    3. Olivier d’Herbemont, Bruno César
      Pages 119-128
    4. Olivier d’Herbemont, Bruno César
      Pages 129-133
    5. Olivier d’Herbemont, Bruno César
      Pages 135-137
    6. Olivier d’Herbemont, Bruno César
      Pages 139-141
  5. Developing the Dynamics of the Lateral Project

    1. Front Matter
      Pages 143-144
    2. Olivier d’Herbemont, Bruno César
      Pages 145-161
    3. Olivier d’Herbemont, Bruno César
      Pages 163-179
    4. Olivier d’Herbemont, Bruno César
      Pages 181-191
  6. Managing Those Who Oppose a Lateral Project

    1. Front Matter
      Pages 193-193
    2. Olivier d’Herbemont, Bruno César
      Pages 195-196
    3. Olivier d’Herbemont, Bruno César
      Pages 197-198
    4. Olivier d’Herbemont, Bruno César
      Pages 205-206
    5. Olivier d’Herbemont, Bruno César
      Pages 207-208
    6. Olivier d’Herbemont, Bruno César
      Pages 209-210
  7. Conclusion: Six Keys to Success

    1. Olivier d’Herbemont, Bruno César
      Pages 211-214
  8. Back Matter
    Pages 215-232

About this book

Introduction

Every day, managers must adapt to rapidly changing markets and situations. This book deals with sensitive or difficult projects. They range from redundancy programmes to disposal of radioactive waste, from the launch of a new product to the introduction of a new computer system. The method - the strategy of the lateral project - is radically different from those used in projects which are normally associated with traditional project management. It is based upon the lateral thinking concepts of Edward de Bono and is derived from 20 years experience of working with brave managers on projects which many others would have left to their successors. This is a revised translation of the prize-winning and best-selling French management book.

Keywords

management project management strategy

Bibliographic information

Industry Sectors
Finance, Business & Banking