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Recognizing different project types

Recognizing different project types Reckons that change tends to generate more change and projects should only be undertaken under extreme need to solve a problem — something that may stop one achieving the goals (as long as one knows what the goals are!). Believes there are 4 different types of concept underlying all projects and discusses these in depth. Suggests that in assembling project teams the main requirements are team leaders and team members — of which a balanced need is: doers; solvers; checkers; and knowers. Concludes projects have to be treated differently to add value in the correct areas. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Antidote Emerald Publishing

Recognizing different project types

The Antidote , Volume 5 (4): 3 – Jul 1, 2000

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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
1363-8483
DOI
10.1108/EUM0000000006782
Publisher site
See Article on Publisher Site

Abstract

Reckons that change tends to generate more change and projects should only be undertaken under extreme need to solve a problem — something that may stop one achieving the goals (as long as one knows what the goals are!). Believes there are 4 different types of concept underlying all projects and discusses these in depth. Suggests that in assembling project teams the main requirements are team leaders and team members — of which a balanced need is: doers; solvers; checkers; and knowers. Concludes projects have to be treated differently to add value in the correct areas.

Journal

The AntidoteEmerald Publishing

Published: Jul 1, 2000

Keywords: Project control; Project management; Teamworking

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