The Change Process

Asbjørn Rolstadås (), Per Willy Hetland (), George Farage Jergeas () and Richard E. Westney ()
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Asbjørn Rolstadås: Norwegian University of Science and Technology
Per Willy Hetland: Norwegian School of Management
George Farage Jergeas: University of Calgary
Richard E. Westney: Westney Consulting Group, Inc.

Chapter Chapter 7 in Risk Navigation Strategies for Major Capital Projects, 2011, pp 67-74 from Springer

Abstract: 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 (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:spr:ssrchp:978-0-85729-594-1_7

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DOI: 10.1007/978-0-85729-594-1_7

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