PMOs and SMOs (Project, Program, Portfolio and Strategy Management Officers) face a volatile, uncertain, and complex reality that prevents them from succeeding as they wish. Between theory and practice, the gaps are immense. In this book, Philippe Husser brings 40 years of real-life situations that had a significant impact as a PMO or as a SMO in successful companies.Philippe draws upon the three domains of knowledge he and several top-notch leaders have studied and practiced most closely -- complexity sciences, indirect strategies, and human dynamics -- to show how they advance strategy and project management at a new level of performance.For example, you will explore:The consequences of non-linearities, unpredictability, order and lack of order in management systems.The pros and cons of direct (Western-style), indirect (Eastern-style) or bimodal (Unpredictable) strategies.The role of human dynamics, communities of allies, and postures in the face of different situations and cultures.
PMOs and SMOs (Project, Program, Portfolio and Strategy Management Officers) face a volatile, uncertain, and complex reality that prevents them from succeeding as they wish. Between theory and practice, the gaps are immense. In this book, Philippe Husser brings 40 years of real-life situations that had a significant impact as a PMO or as a SMO in successful companies.Philippe draws upon the three domains of knowledge he and several top-notch leaders have studied and practiced most closely -- complexity sciences, indirect strategies, and human dynamics -- to show how they advance strategy and project management at a new level of performance.For example, you will explore:The consequences of non-linearities, unpredictability, order and lack of order in management systems.The pros and cons of direct (Western-style), indirect (Eastern-style) or bimodal (Unpredictable) strategies.The role of human dynamics, communities of allies, and postures in the face of different situations and cultures.
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