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The Change Process

  • Asbjørn Rolstadås
  • Per Willy Hetland
  • George Farage Jergeas
  • Richard E. Westney
Chapter
Part of the Springer Series in Reliability Engineering book series (RELIABILITY)

Abstract

This chapter gives a comprehensive outline of the change process needed for transforming the project manager of yesterday into the project leader of tomorrow. Business strategies reinforced by corporate values and new leadership principles drive project challenges that are new to most project managers today. New knowledge and enhanced project management skills are required, but often rejected by managers claiming they know best themselves. To overcome this resistance, shifts in mindset are required. The chapter gives an outline of such a change process in the metaphor of a journey. The journey describes time spent on four different stations to recalibrate for the various legs of the journey. To become a project leader of the future, the project manager has to undergo three shifts in mindset before mastering the three complementary challenges needed to navigate in the Bermuda Project Risk Triangle; the explorative, the adaptive and the delivery-oriented challenge.

Keywords

Project Manager Change Process Leadership Behavior Project Leader Leadership Responsibility 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Copyright information

© Springer-Verlag London Limited 2011

Authors and Affiliations

  • Asbjørn Rolstadås
    • 1
  • Per Willy Hetland
    • 2
  • George Farage Jergeas
    • 3
  • Richard E. Westney
    • 4
  1. 1.Department of Production and Quality EngineeringNorwegian University of Science and TechnologyTrondheimNorway
  2. 2.BI Stavanger-facultyNorwegian School of ManagementStavangerNorway
  3. 3.Department of Civil EngineeringUniversity of CalgaryCalgaryCanada
  4. 4.Westney Consulting Group, Inc.HoustonUSA

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