Situational Project Management: The Dynamics of Success and Failure is a guide in assessing the unique characteristics of each and every project. It reminds the reader that every project is unique in a greater or lesser degree. Therefore, blindly implementing a general approach or methodology or best practice as done previously will surely lead to failure. SitPM, as the author calls the concept of situational project management, can help the project manager get a better assessment of a project in terms of its characteristics, project team, enterprise environment, and market environment. From there, he or she can determine the proper approach, methodology and leadership style.
The hardcover measures about 7.5 wide by 1.0 thick by 10.2 inches long. It ships about 1.6 pounds. It has 298 pages divided in 6 chapters and 4 appendices. Aside from the hardcover format, it is also available in Kindle format. This first edition was published by Auerbach Publications in July 2016 in the English language. ISBN-10: 149872261X; ISBN-13: 978-1498722612
Situational Project Management is for project managers of all levels and experience. Both new and experienced professionals can learn new lessons and techniques in assessing the type of a particular project, and go from there.
What Customers Say
Francesco M. (Amazon) strongly recommends the book to both new and experienced project managers. He believes that applying the situational project management approach, a project manager can be likened to a chef, one who uses experience and originality in creating a recipe, rather than a cook, who only follows a recipe (or methodology) that has already been created before.
Max W., PMP, described the book as well-written in a down-to-earth style. He agrees with the author that projects in real life do not respond to preconceived ideas, published standards or past experiences, so nothing should be taken for granted. He also likes the emphasis on the importance of practical experience.
Jorge G., PMP stated that the book discussed a very nice and fresh topic about approaching and managing a project. He believes that both experienced and beginners will benefit in reading the book. It enlightens the reader about the impracticality of the ‘one size fits all’ best practice approach, which is not realistic in an environment full of changes and innovations.
Content, Approach, Style
Content: Situational Project Management is divided in 6 chapters and 4 appendices. Chapter 1 discusses the situational view on project management, and what it is today. Chapter 2 discusses more details about projects, while chapter 3 discusses in length the typology of projects. The rest of the chapters discuss practices and tools for situational project management, and project leadership. The appendices provides answers to questions presented in earlier chapters, terminology, statements by practitioners and experts, and other suggestions.
Approach/Tone: The author starts with situational questions, concept discussion, and then answers the questions at the end. He is direct in his approach and consistently emphasizes practical lessons that can help the reader.
Style: The book uses easy-to-understand language, with adequate definitions and also illustrations. Some paragraphs can be very long, because of emphasis and repetition. However, topics are clearly identified by headers and sub-headers. Also, the question and answer style is effective in bringing out the lessons clearly.
Why Buy the Book
Situational Project Management brings constant awareness to the reader about how one project can be very different to another, and how one project can change over time. It gives tips and tools on what to watch out for, such as differences and changes in situation or condition. It also teaches how to properly assess a project to know the best way to approach it.
Oliver F. Lehmann received his Masters of Science in Project Management at the University of Liverpool. He is a certified Microsoft Trainer since 1998. He is a certified Project Management Professional (PMP), certified Proposal Management Professional and Trainer (PPM.APMP), CompTIA Project+ certified, a Connective Leadership Institute – Certified Associate (CLI-CA), and Professional Scrum Master. Oliver has been a business manager and project manager for 12 years before starting his trainer career in 1995. Since then, he has served as trainer for companies such as NCR, Allianz Group, Amadeus Data Processing, Integrata, SAP, Lufthansa Consulting, Oracle, Fujitsu, Microsoft, Bosch, Olympus, Airbus, and many more. He also served as reviewer of the PMBOK Guide 4th, 5th, and 6th editions in English and German. Currently, Mr. Lehmann is the President of the PMI Southern Germany Chapter, and Principal Trainer of the Oliver F. Lehmann Project Management Training company in Munich.