Grounded in research: Based on a vast original data set that provides richness in understanding pragmatic ways of managing actual and near-miss incidents, guaranteeing both validity and applicability Pragmatic: Grounded in the reality and practice of managers and conveyed in a practical manner with a consistent view to implementation Contemporary: Taps into the current interest in holistic systems that are responsive to change rather than rigid, deterministic frameworks Reflective: Includes ample sections that drive self-reflection, driven not by what managers "should" do, but by what they could and would do.

Grounded in research: Based on a vast original data set that provides richness in understanding pragmatic ways of managing actual and near-miss incidents, guaranteeing both validity and applicability Pragmatic: Grounded in the reality and practice of managers and conveyed in a practical manner with a consistent view to implementation Contemporary: Taps into the current interest in holistic systems that are responsive to change rather than rigid, deterministic frameworks Reflective: Includes ample sections that drive self-reflection, driven not by what managers "should" do, but by what they could and would do.

Central to the issue of improving project performance is the application of deterministic, probabilistic processes, and techniques to reduce human error. To that end, we as project managers often endeavour to implement and follow a project management methodology in the belief that we can reduce the scope for emerging ambiguous requirements, ill-matched resource needs and availability, contractual and funding constraints, and other unwanted uncertainties. However, such 'self-evidently correct' processes are not without their limitations. The management of uncertainty needs to be viewed not from a procedural, 'stand-alone' perspective but from a behavioural, people-driven perspective - that is, Mindfulness. Mindfulness is a project-wide human capability to anticipate key events from emerging trends, constantly adapt to change, and rapidly bounce back from adversity. Resilient project managers are forward-thinking and able to foresee relevant scenarios that are likely to occur and which may have damaging effects on performance. We strive to be prepared for the best but also for the worst, and learning is nurtured and encouraged. We believe that with purpose, whatever uncertainty hits us, and regardless of the damage caused, we can prevent a crisis from happening in the first place. When a crisis occurs, we can recover and bounce back from shocks, quickly restoring 'normal' management. This book goes beyond commonly accepted standards in project management and looks past mere compliance to determinism and probabilistic approaches to managing uncertainty. Relying on the power of mindful thinking, it identifies an art to manage uncertainty.

Central to the issue of improving project performance is the application of deterministic, probabilistic processes, and techniques to reduce human error. To that end, we as project managers often endeavour to implement and follow a project management methodology in the belief that we can reduce the scope for emerging ambiguous requirements, ill-matched resource needs and availability, contractual and funding constraints, and other unwanted uncertainties. However, such 'self-evidently correct' processes are not without their limitations. The management of uncertainty needs to be viewed not from a procedural, 'stand-alone' perspective but from a behavioural, people-driven perspective - that is, Mindfulness. Mindfulness is a project-wide human capability to anticipate key events from emerging trends, constantly adapt to change, and rapidly bounce back from adversity. Resilient project managers are forward-thinking and able to foresee relevant scenarios that are likely to occur and which may have damaging effects on performance. We strive to be prepared for the best but also for the worst, and learning is nurtured and encouraged. We believe that with purpose, whatever uncertainty hits us, and regardless of the damage caused, we can prevent a crisis from happening in the first place. When a crisis occurs, we can recover and bounce back from shocks, quickly restoring 'normal' management. This book goes beyond commonly accepted standards in project management and looks past mere compliance to determinism and probabilistic approaches to managing uncertainty. Relying on the power of mindful thinking, it identifies an art to manage uncertainty.

The battlefield of the past is an opportunity for the future commander, the future manager to reflect. The books rationale for translating military concepts into management speak is the authors impression in the classroom that managers in commercial organisations tend to follow 'outdated' models of management, without reflecting on a military science that is believed to provide thought leadership. The case study of the Fall of France in 1940 is a contest between two archetypes of organisational resilience, with one prevailing over the other. The resulting insights shaped military science; concepts such as Auftragstaktik have found its way into doctrinal thinking of modern armies as well as framed contemporary management literature. This book provides a compelling analysis of the monumental events in May 1940, and provides rudimentary answers from a military and management perspective, true to the premise of history. The Art of Organisational Resilience is a highly distinctive and readable book that explores the strategy, operations and tactics of modern business and the role of resilience in sustaining business in increasingly complex, often fast-changing and adverse conditions.

The battlefield of the past is an opportunity for the future commander, the future manager to reflect. The books rationale for translating military concepts into management speak is the authors impression in the classroom that managers in commercial organisations tend to follow 'outdated' models of management, without reflecting on a military science that is believed to provide thought leadership. The case study of the Fall of France in 1940 is a contest between two archetypes of organisational resilience, with one prevailing over the other. The resulting insights shaped military science; concepts such as Auftragstaktik have found its way into doctrinal thinking of modern armies as well as framed contemporary management literature. This book provides a compelling analysis of the monumental events in May 1940, and provides rudimentary answers from a military and management perspective, true to the premise of history. The Art of Organisational Resilience is a highly distinctive and readable book that explores the strategy, operations and tactics of modern business and the role of resilience in sustaining business in increasingly complex, often fast-changing and adverse conditions.

Many information technology (IT) projects fail to meet specified project objectives of scope, time and budget. Despite well-established best practice project risk management processes, project managers perceive these processes to be ineffective in minimising the influence of risk on the project outcome. This failure may be contributed to by inadequate project risk management, the systematic utilisation of a process by project managers to identify, analyse and respond to risks posed by events and conditions that are not definitely known in advance, but which may adversely affect the success of the IT project. Factors or interventions causing the discrepancy between how adequate risks should be managed and how risks are actually managed are insufficiently researched. Hence, as part of an effort to understand this discrepancy the present study investigates how interventions influence the use of project risk management and ultimately influence ability of project managers to prevent risks from adversely influencing the project outcome.