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Managing networks in project-based organisations /
"The first book demonstrating how to apply the principles of social network analysis to managing complex projects This groundbreaking book gets project managers and students up to speed on state-of-the-art applications of social network analysis (SNA) for observing, analysing, and managing comp...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken, NJ :
Wiley-Blackwell,
2017.
|
| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Pryke, Stephen, |e author. | |
| 245 | 1 | 0 | |a Managing networks in project-based organisations / |c Stephen Pryke. |
| 264 | 1 | |a Hoboken, NJ : |b Wiley-Blackwell, |c 2017. | |
| 264 | 4 | |c ©2017 | |
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| 520 | |a "The first book demonstrating how to apply the principles of social network analysis to managing complex projects This groundbreaking book gets project managers and students up to speed on state-of-the-art applications of social network analysis (SNA) for observing, analysing, and managing complex projects. Written by an expert at the leading edge of the SNA project management movement, it clearly demonstrates how the principles of social network analysis can be used to provide a smarter, more efficient, holistic approach to managing complex projects. Project managers, especially those tasked with managing large, complex construction and engineering projects, traditionally have relied upon analysis and decision-making based upon hierarchical structures and vaguely defined project systems, much of which is borrowed from historic scientific management approaches. However, it has become apparent that a more sophisticated methodology is required for observing project systems and managing relationships with todays more knowledgeable and demanding clients. Social network analysis (SNA) provides just such an approach. Unfortunately, existing books on social network analysis are written primarily for sociologists and mathematicians, with little or no regard for the needs of project managers until now. The first and only book of its kind, Managing Networks in Project-Based Organisations: Offers a framework and a fully-developed approach to applying SNA theory and methodologies to large, complex projects Describes highly effective strategies and techniques for managing the iterative and transient relationships between network-defining actor roles involved in the delivery of complex projects Uses numerous real-world examples and case studies of successful applications of SNA to large-scale construction and engineering projects around the world Draws on its authors decades of experience managing complex projects for demanding clients, as well as his extensive academic research in Project Management Managing Networks in Project-Based Organisations is an important working resource for project management professionals and consultants, especially those serving the construction and engineering industries. It is also an excellent text/reference for postgraduate students of project management and supply chain management, as well as academic researchers of project management"-- |c Provided by publisher. | ||
| 520 | |a "Contributes to a re-evaluation of how project activity is conceptualised and managed and demonstrates how the principles of social network analysis are applied as a smarter way of managing complex projects"-- |c Provided by publisher. | ||
| 504 | |a Includes bibliographical references and index. | ||
| 505 | 0 | |a Title Page ; Copyright Page; Contents; List of Figures; About the Author; Preface; Acknowledgements; Chapter 1 Introduction; Structure of the Book; Chapter 2 Theoretical Context ; Management Context; Project Transitions; Project Management as Practice; Systems Theory and Networks; Transient Relationships; Dyadic Contractual Relationships and Structure; Permanent and Temporary Organising; Structure and Networks; Information Classification; Nodes and Linkages; Summary; Chapter 3 Networks and Projects ; Definition; Origins and History of the Concept of Social Networks and their Analysis. | |
| 505 | 8 | |a Problems with ProjectsActor Role Classification and Ritualistic Behaviour; Routines; Are Networks a Response to Uncertainty in Projects?; Temporary Project Systems and their Replication; Beyond the 'Iron Triangle'; Why Networks?; Individuals and Firms in Networks; Problems Associated with the Use of SNA in Project Research; Summary; Chapter 4 Why Networks?; Definition; Why Choose Social Network Analysis?; Problems Associated with the Use of SNA in Project Research; Concepts and Terminology; Social Network; Actor; Ties; Validity of Linkages in Networks. | |
| 505 | 8 | |a One-Mode, Two-Mode and Multi-Mode Networks Valued Networks and Tie Strength; Actor Attributes; Dyads and Triads; Subgroup; Network Density; Actor Centrality; Point, Betweenness, Closeness or Eigenvector Centrality?; Other Issues Relating to the Relevance of Centrality as a Measure; Defining the Population for the Study; What is a Network?; Actor Characteristics; Prominent Disseminators; Gatekeeper Hoarders; Isolates; Isolated Dyads and Triads; Boundary Spanners; Bridges; Network Characteristics; Tie Strength, Valued and Directed Graphs; Some Final Thoughts. | |
| 505 | 8 | |a Software for the Analysis of NetworksConclusion; Chapter 5 Self-Organising Networks in Projects ; Introduction; What Do Project Clients Want?; Dangerous Assumptions; Implications if these Assumptions are Incorrect; Networks and Uncertainty; Does it Matter How We Conceptualise the Project?; Procurement Through Markets and Hierarchies; Project Design and Delivery Through Networks; Summary and Conclusions; Chapter 6 Game Theory and Networks ; Introduction; To Begin: Some History; What is a Game?; Key Assumptions; Benefits of Applying Game Theory to Project Networks. | |
| 505 | 8 | |a Other Considerations in Applying Game Theory to Project NetworksChoices About Actions and Co-Players ; Nash Equilibrium; Anti-Coordination Behaviour: 'Hawk-Dove' and 'Chicken' Games ; Game Theory and Information Exchange Network Formation; Game Theory and the Five Dangerous Assumptions in Projects; Summary and Conclusions; Chapter 7 Network Roles and Personality Types ; Network Roles; Prominent Disseminators; Gatekeeper Hoarders; Isolates; Isolated Dyads and Triads; Boundary Spanners; Bridges; Personality Traits; Humour and Behaviour in Networks. | |
| 588 | 0 | |a Online resource; title from digital title page (viewed on October 12, 2017). | |
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| 650 | 0 | |a Project management. | |
| 650 | 0 | |a Network analysis (Planning) | |
| 650 | 6 | |a Gestion de projet. | |
| 650 | 6 | |a Analyse de réseau (Planification) | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Project Management. |2 bisacsh | |
| 650 | 7 | |a Network analysis (Planning) |2 fast | |
| 650 | 7 | |a Project management |2 fast | |
| 650 | 7 | |a Projektmanagement |2 gnd | |
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| 776 | 0 | 8 | |i Print version: |a Pryke, Stephen. |t Managing networks in project-based organisations. |d Hoboken : Wiley-Blackwell, 2017 |z 9781118929926 |w (DLC) 2017012670 |
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