- Trial–and–Error Learning allows for redefining the plan and the project as the project unfolds
- Selectionism pursues multiple, independent trials in order to pick the best one at the end
Managing the Unknown offers expert guidelines to the specific project mindsets, infrastructures, and management methods required to use these project management approaches and achieve success in spite of unforeseen obstacles. This book equips readers with:
- Causal explanations of why unforeseeable factors in novel projects make traditional project planning and project risk management insufficient
- Directly applicable management tools that help managers to guide novel and high–uncertainty projects
- Real–world case studies of both successful and unsuccessful approaches to managing high uncertainty in novel projects
PART I. A NEW LOOK AT PROJECT RISK MANAGEMENT.
Chapter 1. PRM Best Practice: The PCNet Project.
Chapter 2. The Limits of Established PRM: The Circored Project.
Chapter 3. A Broader Look at Project Risk Management.
PART II. MANAGING THE UNKNOWN.
Chapter 4. Diagnosing Complexity and Uncertainty.
Chapter 5. Learning Projects.
Chapter 6. Multiple Parallel Projects: Selectionism.
Chapter 7. Selectionism and Learning in Projects.
PART III. PUTTING SELECTIONISM AND LEARNING INTO PRACTICE.
Chapter 8. Establishing the Project Mindset.
Chapter 9. Putting the Infrastructure in Place.
Chapter 10. Managing Relationships and Project Governance.
Chapter 11. Managing Project Stakeholders in Presence of Unk Unks.
PART IV. MANAGING THE UNKNOWN: THE ROLE OF SENIOR MANAGEMENT.
Chapter 12. The Role of Senior Management in Novel Projects.