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Synopsis
Projects are constantly beset by problems, often caused by seemingly small mistakes which collectively lead to larger issues. Why do project managers and teams appear to repeat the same mistakes? Can they make better choices without introducing complex decision analysis processes? How can they make better estimates? Project management is the art and science of human interactions. ProjectThink identifies and explains the paths of those intentional and unintentional actions that lead to trouble. It provides advice and guidance in analysing information and risk and explains how ’choice-engineering’ can facilitate decision-making and encourage everyone involved in a project to follow the right procedures and work collaboratively.
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About the Author
Lev Virine. P.Eng. has many years of experience as a structural engineer, software developer, and project manager. He has been involved in major projects performed by Fortune 500 companies and government agencies to establish effective decision analysis and risk management for complex projects. He writes and speaks around the world on the decision analysis process, the psychology of judgment and decision-making, and risk management. Michael Trumper is experienced in communications, software design, and project risk analysis and management. Michael is a partner at Intaver Institute Inc., a vendor of project risk management and analysis software. Michael has authored papers on quantitative methods in project risk analysis and management. Michael has developed and delivered project risk analysis and management solutions to clients that include NASA, DOE, Lockheed Martin, and others. Lev Virine and Michael Trumper are authors of Project Decision, the Art and Science, Management Concepts, Vienna, VA, 2007.
Review
'Failing to reach objectives is a major concern in project management. According to the authors failed projects are often the consequences or irrational choices made due to mental errors. To ensure the success of uncertain or smaller projects, the effort in management should shift from policing to choice engineering. This excellent book gives the tools needed to achieve this goal. Written in a natural language, using simple facts, personal attitudes, relevant cases, fun projects and well known films it allows an enjoyable and entertaining read while highly thoughtful.' --Marta Fernández-Diego, Universitat Politècnica de València, Spain
'If you have followed all of the technical rules for program management; but are still having difficulties with your project execution, then you probably need to consider the human judgment side that can dramatically influence your plan. Project Think! drills into the human aspects of program management using explicit real life examples that any reader can relate to.' --Al Rusnak, Engineering Program Manager, ASIC Development, SanDisk Corp
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- PublisherRoutledge
- Publication date2013
- ISBN 10 1409454983
- ISBN 13 9781409454984
- BindingHardcover
- LanguageEnglish
- Edition number1
- Number of pages252
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Hardcover. Condition: Good. 1st Edition. Hardcover, xiv + 235 pages, NOT ex-library. Fine interior, clean and bright throughout with unmarked text, firmly bound. Boards show edgewear (a puncture on lower edge of rear panel, a touch of scuffing, short creases). Issued without a dust jacket. -- Contents: Test Your Judgment; Answers to Judgment Test; I. Why Do Good Managers Make Poor Project Decisions 1 Mental Errors in Project Management [Power of Misplaced Perception; Why Do We Make Irrational Choices; Mental Errors in Project Management; Mental Errors or Intention; Why Is Recognizing and Dealing with Mental Errors so Difficult] 2 Analysis vs. Mental Errors [Why Don't People Perform Even a Simple Analysis; Overconfidence; Confirmation Bias; Optimism Bias; Analysis Is Not Trivial; What Is the Value of the Analysis] 3 Choice Engineering [Processes vs Mental Errors; What Is Choice Engineering; Policing vs Choice Engineering; When Policing Is Necessary; A Few Ideas Behind Choice Engineering]; II. Travel Inside a Project Manager's Mind 4 Memory & Project Mental Errors [Memory Errors in Project Management; What Is a Memory; Reconstructive Memory; How Memories Are Created; How to Improve Your Ability to Memorize; Do Memory Exercises Actually Work; Using Choice Engineering to Mitigate Memory Errors] 5 Emotions in Project Management [Head-butt Felt Around the World; Our Emotional Choices Often are Not the Best Ones; Emotional Intelligence; How to Become Emotionally Intelligent: A Choice Engineering Approach] 6 Behavioral Traps [Sunk Cost; Time Bombs; Prudence Traps; Collective Traps] 7 Heuristics & Biases [How Project Managers Became Gamblers; Availability Heuristic; Anchoring; Representativeness & Stereotypes; Some Other Heuristics and Biases] 8 What Makes Your Project Team Happy [Why Are We Talking About Happiness in Project Management; Why Did Eliot Spitzer Do It; Why Some People Are Happier Than Others; Habituation; Why Time Seems to Pass More Quickly as We Age; Managing Exceptions; How Happy Are You in Your Project Team]; III. Project Analysis vs Mental Errors 9 How to Process Project Information [My Dentist Has a Very Nice Website; All Marketers Are Liars; Time Zone Trick in Project Management; Peak-end Rule; Filtering Information for Your Project; I Did Not Read This Book, But I Know I Do Not Like It; Any Suggestions About What to Do] 10 An Expected Value Manifesto [How to Win a Lottery; How Project Managers Ignore Expected Value; Incorrect Probability & Incorrect Expected Value; How to Choose a Scenario Based on Multiple Conflicting Objectives] 11 Project Risks and Mental Errors [Which Risk Is the Most Dangerous; Are You Afraid of Falling Asteroids; What is Risk Attitude; Why People Have Different Attitudes Towards Risk; Paradoxes with Estimation of Probabilities; Gambler's Fallacy & Statistical Independence; Loss Aversion in Project Management; Risks vs Opportunities]; IV. Choice Engineering 12 Power of Adaptation [Processes Are Always Changing; What Is Adaptive Management; How Adaptive Management Works; Barriers to the Acceptance of Adaptive Management; Tendency to Be Consistent; Status Quo Bias] 13 What to Do About Risks [Make It Simple; Strategies for Dealing with Risks; How to Build a Rocket or Risk Ranking; Should We Protect Commercial Airplanes Against Surface-to-Air Missile Attacks by Terrorists; Zero-risk Bias; Risk Engineering; When Quantitative Risk Analysis is Necessary] 14 Choice Engineering for Organizations [Are You Borg; Don't Be Evil!; Disclosure Therapy; What to Do to Make Your Team, Your Clients, and Your Boss Happy; What to Do to Make Yourself Happy & Spread the Virus of Happiness]; Conclusions; Appendix A: 14 Defenses against Project Illusions; App.B: Heuristics, Biases, Traps, and Other Psychological Effects in Project Management; App.C: Risk & Decision Analysis Software; App.D: Professional Associations, Societies, and Groups in the Area of Risk and Decision Analysis; App.E: Decision and Risk Analysis Journals; References; Index. Seller Inventory # 007084
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