Leading the Project Revolution

Darren Dalcher is Professor in Strategic Prohect Management at Lancaster University Management School. He has written over 200 papers and book chapters and published over 30 books. He is Editor-in-Chief of the Journal of Software: Evolution and Process and of two established book series published by Routledge.

List of Figures and Tables, About the Editor, Notes on Contributors, Introduction, In search of a revolution: From toolsets to mindsets, Darren Dalcher, 1.0 Leadership, The Leaders we deserve? Darren Dalcher, Developing leadership agility: Different projects, different approaches, Ron Meyer and Ronald Meijers, 2.0 Perspective, A question of perspective: Finding a frame of reference, Darren Dalcher, Paradoxes of perspective: Leaders, leading and leadership, Richard Bolden, 3.0 Teams, Team dynamics and the perils of agreement, Darren Dalcher, Invisible traps in project management lead to crisis, Constance Dierickx, 4.0 Culture, Why culture matters, Darren Dalcher, Creating a culture of partnership between project management and change management, Gabrielle O’Donovan, 5.0 Strategy, Strategy as learning to discover the way forward, Darren Dalcher, How strategy happens, David Booth, 6.0 Complexity, The map is not the territory, Darren Dalcher, Choosing to change, David Bentley, 7.0 Shadow working, Working in the shadows: Exposing our inner demons, Darren Dalcher, Shadow working in project management, Joana Bértholo, 8.0 Implementation, Strategy Execution: Overcoming the alignment trap, Darren Dalcher, The challenges of implementing strategy, Kurt Verweire, 9.0 Connecting, Connecting for business and social innovation, Darren Dalcher, The digital social workplace, people over process, Dale Roberts, Conclusion, Reframing the new agenda, Darren Dalcher