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Extra info for A Course in Game Theory
And they sought to broaden the definition of a professional project manager’s roles and responsibilities beyond those of project management’s first-generation credo. Each of these proposals served to further advance thinking about how the project manager role could be re-interpreted to contribute optimally to the unique needs of very diverse organizations pursuing very different projects. See DeCarlo, 2004. 1 The Evolution of Project Management 29 Current Perspectives and Needs By most accounts, second-generation approaches to project management have been successfully adopted by the organizations most in need of them.
It is helpful to again consider the input from leaders and managers of organizational projects and programs (from Chapter 1). Those experienced leaders and managers had noted that: •• Their projects and programs progressed reasonably smoothly when they were able to proceed according to plan and deliver the outcomes that were expected. •• They were not as exasperated by issues commonly known to be important to project management (team-building, managing without authority, or communication, for example).
They confide that they are tiring, and with increasing frequency, they admit to periods where they are more exasperated than exhilarated. And they suggest that it is somehow related to changes in their organizations’ expectations, or in their organizations’ cultures. It would be easy to dismiss such perspectives as isolated events were they to be made infrequently, or by those who are seemingly less successful in or knowledgeable about their leadership roles, or if (deep down) I didn’t recognize some of those same feelings within myself.