International project management : leadership in complex environments /

"International projects involve a complex network of cultures, politics, laws, languages, and resources that goes beyond the traditional training and experience of most project managers. International Project Management examines the different dimensions and responsibilities of international pro...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Grisham, Thomas W.
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Hoboken, N.J. : Wiley, [2010]
Temas:
Project management.
Leadership.
Gestion de projet.
BUSINESS & ECONOMICS > Project Management.
TECHNOLOGY & ENGINEERING > Project Management.
BUSINESS & ECONOMICS > Corporate Governance.
BUSINESS & ECONOMICS > Leadership.
BUSINESS & ECONOMICS > Organizational Development.
BUSINESS & ECONOMICS > Workplace Culture.
Leadership
Project management
dissertations.
Academic theses
Academic theses.
Thèses et écrits académiques.
Acceso en línea:Texto completo

MARC

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245 1 0 |a International project management :  |b leadership in complex environments /  |c Thomas W. Grisham. 
264 1 |a Hoboken, N.J. :  |b Wiley,  |c [2010] 
264 4 |c ©2010 
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504 |a Includes bibliographical references and index. 
520 |a "International projects involve a complex network of cultures, politics, laws, languages, and resources that goes beyond the traditional training and experience of most project managers. International Project Management examines the different dimensions and responsibilities of international projects, and outlines what a project manager must know to lead global projects successfully. It also provides guidelines and examples for the international project management processes. This book explores the professional best practices of international projects, emphasizing the importance of leadership skills and virtual teamwork to successfully navigate an international project"--Provided by publisher 
588 0 |a Print version record. 
505 0 |a INTERNATIONAL PROJECT MANAGEMENT: LEADERSHIP IN COMPLEX ENVIRONMENTS; Contents; Chapter 1: Introduction; Chapter 2: Framework; 2.1 INTERNATIONAL PROJECT MANAGER; 2.2 STANDARDS; 2.3 INTERNATIONAL ENVIRONMENT; 2.3.1 Globalization; 2.3.2 Sustainability; 2.3.3 International Ethics; 2.3.4 Laws and Regulations; 2.3.5 Competition and Value Chains; 2.3.6 Virtual Environment; 2.3.7 Multiple Cultures; 2.3.8 Human Resources; 2.4 INTERNATIONAL ORGANIZATIONAL STRUCTURES; 2.4.1 Collaborative Project Enterprise; 2.5 MANAGING CHANGE; 2.6 KNOWLEDGE MANAGEMENT; 2.7 INTERNATIONAL PROJECT STRUCTURES. 
505 8 |a 2.8 FINANCING2.9 SUMMARY; Chapter 3: Project Basics; 3.1 PARTICIPANTS; 3.1.1 International Project Manager; 3.1.2 Stakeholders; 3.1.3 Society and Government; 3.2 PROJECT LIFE CYCLE; 3.2.1 Selection; 3.2.2 Initiation and Planning; 3.2.3 Execution and Control; 3.2.4 Close-out; 3.2.5 Warranty and Operations; 3.3 CONTRACTING ENVIRONMENTS; 3.4 PUBLIC-PRIVATE PARTNERSHIPS; Chapter 4: Leading Diversity (Human Relations and Communications); 4.1 CROSS-CULTURAL LEADERSHIP INTELLIGENCE; 4.1.1 XLQ Model; 4.1.2 Trust; 4.1.3 Conflict Management; 4.1.4 Power; 4.1.5 Empathy; 4.1.6 Transformation. 
505 8 |a 4.1.7 Communication4.1.8 Culture; 4.1.9 Virtual Teams; Chapter 5: Integration Management; 5.1 CPE STRUCTURE; 5.1.1 Partnerships, Joint Ventures, and Alliance Agreements; 5.2 CPE PROJECT CHARTER; 5.2.1 Lead Project Manager; 5.2.2 Stakeholder Analysis; 5.2.3 Customer Goals and Objectives; 5.2.4 Initial Project Budget and Duration; 5.3 GOVERNANCE AND ETHICS; 5.4 CPE PROJECT MANAGEMENT PLAN; 5.4.1 Disputes; 5.4.2 Cultural Norms for the Project; 5.5 JOINT PROJECT PLANNING MEETINGS; Chapter 6: Scope Management; 6.1 DEVELOPING A PROJECT SCOPE; 6.2 DEVELOPING A WORK BREAKDOWN STRUCTURE. 
505 8 |a 6.2.1 Step 1: Organizational WBS6.2.2 Step 2: Value Chain WBS; 6.2.3 Step 3: Partner WBS; 6.2.4 Step 4: CPE WBS; 6.3 SCOPE CHANGE CONTROL; Chapter 7: Cost and Progress Management; 7.1 COST AND CURRENCY STANDARDS; 7.2 PROJECT CONTINGENCY; 7.3 ACCURACY OF EAC; 7.4 CPE WORK PACKAGES; 7.5 COST UPDATING AND CHANGE CONTROL; 7.6 PHYSICAL PROGRESS; Chapter 8: Risk Management; 8.1 ORGANIZATIONAL PROJECT RISK PLAN; 8.2 PROJECT RISK IDENTIFICATION AND ANALYSIS; 8.2.1 Organizational Risk Register; 8.2.2 Partner Risk Register; 8.2.3 Value Chain Risk Register; 8.2.4 CPE Risk Register. 
505 8 |a 8.3 PROJECT RISK FUND AND MONITORINGChapter 9: Time Management; 9.1 SOME ESSENTIALS; 9.2 FLOAT, ETHICS, AND LEADERSHIP; 9.3 DEVELOPING A CPE SCHEDULE; 9.3.1 Step 1: Organizational Schedule; 9.3.2 Step 2: Value Chain Schedule; 9.3.3 Step 3: Partner Schedule; 9.3.4 Step 4: CPE Schedule; 9.3.5 CPE Example; 9.4 SCHEDULE UPDATES AND CHANGE CONTROL; 9.4.1 Getting the Project Started; 9.4.2 Changes in Logic; 9.4.3 Changes in Performance Calculation; 9.4.4 Scope Changes; Chapter 10: Quality Management--Customer Satisfaction; 10.1 WHAT IS QUALITY?; 10.2 PROJECT MANAGEMENT QUALITY STANDARDS. 
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650 0 |a Project management. 
650 0 |a Leadership. 
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650 6 |a Leadership. 
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650 7 |a TECHNOLOGY & ENGINEERING  |x Project Management.  |2 bisacsh 
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650 7 |a Leadership  |2 fast 
650 7 |a Project management  |2 fast 
655 7 |a dissertations.  |2 aat 
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