TAILIEUCHUNG - LEADERSHIP AND PROJECT MANAGEMENT: TIME FOR A SHIFT FROM FAYOL TO FLORES

Projects are often more complex and stressful than they need to be. Far too many of them fail to meet expectations. There are far too many conflicts. There are too few moments of joy and too much anxi- ety. But there is hope. It is possible to remove the unnecessary stress and complexity. This book is about how to do just that. It links the essential principles and techniques of managing projects to a “wisdom” approach for working with complex, people-based activities. | LEADERSHIP AND PROJECT MANAGEMENT TIME FOR A SHIFT FROM FAYOL TO FLORES Gregory A. Howell1 Hal Macomber2 Lauri Koskela3 and John Draper4 ABSTRACT Henri Fayol s definition of management establishes the common sense of current project management practice. That common sense is challenged by a new definition of work and management put forward by Fernando Flores. This paper explores both definitions of management and their implications for leadership. When management of work in a lean project delivery is understood as making and keeping commitments the nature and focus of leadership and common sense changes. Producing trust is the essential role of leaders. KEY WORDS Leadership project management and lean construction. 1 Managing Director. Lean Construction Institute Box 1003 Ketchum ID 83340. 208 726-9989. ghowell@. 2 Principal Lean Project Consulting Inc. 36 Kirkland Drive Andover MA 01810. 978 470-8994. hmacomber@leanproj ect. com. 3 Professor The University of Salford 4 PhD Candidate Virginia Tech Blacksburg VA. johndraper2@. 1 INTRODUCTION Projects are conceived and completed by people. People are at the beginning end and center of projects. They apply both implicit tacit knowledge and established theories drawn from science and practical observation to perform both everyday actions and to innovate and solve technical problems. But we still seem to lack a coherent theoretical foundation that explains how leadership engages people fully and effectively. Too often we hear If only the client knew what he really wanted and if all of the participants were motivated and properly trained. It often seems that people are THE problem rather than the solution. In this paper we offer a new approach to leadership in the project setting one that in its theory and practice connects directly to the lean revolution in construction. Understanding this new form of leadership how and why it works begins with reconsidering the .

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