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The Change Process

In: Risk Navigation Strategies for Major Capital Projects

Author

Listed:
  • Asbjørn Rolstadås

    (Norwegian University of Science and Technology)

  • Per Willy Hetland

    (Norwegian School of Management)

  • George Farage Jergeas

    (University of Calgary)

  • Richard E. Westney

    (Westney Consulting Group, Inc.)

Abstract

This chapter gives a comprehensive outline of the change process needed for transforming the project manager of yesterday into the project leader of tomorrow. Business strategies reinforced by corporate values and new leadership principles drive project challenges that are new to most project managers today. New knowledge and enhanced project management skills are required, but often rejected by managers claiming they know best themselves. To overcome this resistance, shifts in mindset are required. The chapter gives an outline of such a change process in the metaphor of a journey. The journey describes time spent on four different stations to recalibrate for the various legs of the journey. To become a project leader of the future, the project manager has to undergo three shifts in mindset before mastering the three complementary challenges needed to navigate in the Bermuda Project Risk Triangle; the explorative, the adaptive and the delivery-oriented challenge.

Suggested Citation

  • Asbjørn Rolstadås & Per Willy Hetland & George Farage Jergeas & Richard E. Westney, 2011. "The Change Process," Springer Series in Reliability Engineering, in: Risk Navigation Strategies for Major Capital Projects, chapter 0, pages 67-74, Springer.
    • Handle: RePEc:spr:ssrchp:978-0-85729-594-1_7
    DOI: 10.1007/978-0-85729-594-1_7
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