3 October 2013 – Dubrovnik, Croatia – We all know what it takes for a project to be inspiring to be part of and to lead efficiently to the requested outcome. It is common sense to be proactive in the management of a project! Morten Fangel, founder and president of the Danish Project Management Association, has authored a new book entitled “Proactive Project Management,” to help with these issues. While published in Denmark, the book is written in English.
Morten’s book claims that it is a kind of natural law that we immerse ourselves in the project execution – even at stages when proactive project management is needed for creating suitable conditions for the project execution. The consequence is that project management takes place reactively, after the problems have already occurred during the execution.
This book aims at shifting project management from taking place reactively –– towards, to a greater extent, taking place proactively. To be proactive implies that the management initiatives take place where managerial challenges have not yet occurred or been recognized by the participants and parties.
A shift from recognizing what is common sense – towards making it common practice implies a conscious and persistent effort by the project manager and other partners involved in the management of the project. The book supports such a shift by presenting a variety of mindsets and related methods and tools.
One mindset is that the project management process itself should be lead. You promote proactive project management by planning and evaluating relevant management initiatives –– and by adapting the level of effort and tools for the project’s degree of complexity. The entire book can be considered as a method with tools for such planning and evaluating in project management.
Another mindset is that the project management is not only a task for the project managers. The project owners, the participants and other parties must also be proactively involved in the management process. Such co-management means that the analyses and plans created will become more relevant- and have more impact on the project process. The general tool for such an approach, as presented in this book, is to facilitate the management activities.
The entire book is a supplement to the existing literature on project management. The new mindsets and methods promote the idea of being a more reflective project manager – and thereby gaining even more benefit from knowledge obtained from other books and from personal experiences.
By Ed Naughton,
Director General of the Institute of Project Management of Ireland, and IPMA Education & Training Board member.