Project Psychology (Book Review)

by Sharon De Mascia, Gower Publishing Ltd, Farnham, Surrey, ISBN 978-0566089428, 181 pages, £60 RRP (review copy provided free of charge)
Pragmatic PMO Rating: ****

This book addresses a gap in the Project Management literature – how people and their behaviours contribute to project failure, and shows the reader how psychology can improve the chances of project success.

Chapter 1 begins by looking at the skills and attributes needed by the project manager and the project team members. It covers how these might differ from those needed by Business As Usual (BAU) teams and managers, and how to factor them into recruitment or team member selection using psychometric tests.

Chapter 2 covers project leadership, exploring how successful leaders use emotional intelligence to build relationships and trust with colleagues, furthering their engagement and motivation.

Chapter 3 explores the nature of teams, from the roles that people adopt within them to the relationships that form and that can help or hinder project success.  It covers the characteristics of high-performing teams, and how to foster a vibrant team culture.

Chapter 4 describes how team leaders can develop and motivate team members through coaching, and the skills needed in order for this to be successful.

Chapter 5 looks at the importance of stakeholders and how to engage them effectively. It covers how to negotiate with them and even coach them whilst maintaining good relationships.

Chapter 6 examines the methods of communication now available to project teams, and how emotions and non-verbal communication affect the transmission and perception of messages. It gives practical suggestions to improve communications with team members and other stakeholders.

Chapter 7 examines the psychology of risk, covering human behaviours to be considered alongside formal risk management. This includes the effect of single personalities within a team, and effects arising from the team itself.

Chapter 8 covers conflict, offering techniques for using it positively; for example using a coaching approach to understand the reasons for conflict and to facilitate a win-win outcome.

Chapter 9 looks at change management, and this can be used in project management to ensure that change is sustainable through winning “hearts and minds”.

Chapter 10 examines ensuring the project board provides sufficient levels of appropriate challenge to ensure that the project steers clear of “groupthink”.

Chapter 11 looks into why organisations find it so difficult to learn from mistakes, and how to improve this using public wikis or learning logs, and reducing defensive behaviours.

Chapter 12 covers project closure, describing measures that may help with this emotional time, especially if the project was not a success.

The book closes by summarising what has gone before, identifying the underlying principles and suggesting some behaviours that project manager can use to improve their own results.

I would not have thought of buying this book, but am glad I have read it. It gave me several “Aha!” moments (of understanding) which I am sure others would have too. It offers a good balance between psychology theory, and practical techniques to improve project results. Recommended for all project managers seeking to improve their people skills.

Related articles

Author: Ken

Ken Burrell is a contract Project, Programme and Portfolio Office (PMO) Professional, who makes targeted improvements to PMO practices to add value to Projects, Programmes and Portfolios through engagements of his company Pragmatic PMO. He provides senior management with the analysis they need to make decisions, and gives project and programme managers the support they need to deliver solutions.

What do you think? Leave a Reply to let us know.