From the perspective of delivering successful projects, the value of a skilled project sponsor and project manager outweighs many other factors. Projects need leaders who can give them vision, identity, keep the stakeholders and the project team on board and make the difficult decisions that will enable the project to continue (or, if necessary, be terminated). These are human skills that don't necessarily feature large in the project management bodies of knowledge. Ralf Muller and Rodney Turner's Project-Oriented Leadership explains the key leadership models of managerial, intellectual and emotional leadership and shows how they can be applied within projects to lead processes, functions and people, and ensure an ethical and inclusive approach within projects and programs.

From the perspective of delivering successful projects, the value of a skilled project sponsor and project manager outweighs many other factors. Projects need leaders who can give them vision, identity, keep the stakeholders and the project team on board and make the difficult decisions that will enable the project to continue (or, if necessary, be terminated). These are human skills that don't necessarily feature large in the project management bodies of knowledge. Ralf MA1/4ller and Rodney Turner's Project-Oriented Leadership explains the key leadership models of managerial, intellectual and emotional leadership and shows how they can be applied within projects to lead processes, functions and people, and ensure an ethical and inclusive approach within projects and programs.

In all but the smallest of projects the project sponsor inevitably has to buy-in the services of other suppliers. Goods and services must be bought, and this requires people to make contracts so that they know the basis on which they are working with each other and to deal with any disagreements that subsequently arise. This means that a knowledge of contracting specifically for project management is necessary if a project is to avoid difficulties and reach a successful conclusion. This volume - which stems from the third edition of the Gower Handbook of Project Management - concentrates specifically on the contracting issues that surround projects of any size.