This book blends academic rigor and real world experience on the agile and planning schools of
project management and the process of becoming a project leader. To some project management is
all about logically and rationally planning out dependencies and mapping them out into a
flawless plan a plan that must be rigorously and undeviatingly followed in all its geometric
perfection. To others it is about agility - 15 minute scrum meetings and responding on the fly
to the unpredictable exigencies that the randomness of the living breathing world throws up.
In reality smart project leaders do both. They understand that you can't deliver a project if
you make an either or choice between these approaches - you must do both and. These managers
strive for stability and flexibility they use formal and informal processes and they function
as managers and leaders. In Becoming A Project Leader the authors have applied their blend of
intellectual rigor and hard-nosed practical experience to identify four concrete roles employed
by successful project managers. The first three roles-planning agility and resilience-focus
on coping with changes with each role relating to a different kind of change. These three
roles which complement each other can be implemented effectively only when they are supported
by the fourth role collaboration. Becoming an expert at understanding and delivering that
blend requires constant reflection and interaction with peers - all part of the process of
becoming a project leader. Based on years of experience research and thinking and refined
through 20 in-depth interviews with practicing project managers and senior executives Becoming
A Project Leader delivers the solution to all those blown budgets shot schedules and
disappointing deliverables.
