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Recognizing different project types

The Antidote

ISSN: 1363-8483

Article publication date: 1 July 2000

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.

Keywords

Citation

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

Publisher

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MCB UP Ltd

Copyright © 2000, MCB UP Limited