Recognizing different project types

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.

Citation

Kippenberger, T. (2000), "Recognizing different project types", The Antidote, Vol. 5 No. 4, pp. 14-16. https://doi.org/10.1108/EUM0000000006782