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Situational Project Management : the dynamics of success and failure.
Enabling project managers to determine the most appropriate methodologies and leadership styles for their projects, this book shows how to analyze a project based on its physical characteristics, team behavior, enterprise environment, and market environment. --
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Boca Raton :
CRC Press,
[2016]
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| Colección: | Best Practices and Advances in Program Management.
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| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- Cover; Half Title; Title Page; Copyright Page; Contents; Dedication; Contents; Foreword; Preface; Acknowledgments; About the Author; Chapter 1 The Situational View on Project Management; 1.1 Introductory Questions; 1.2 The Purpose of This Book; 1.3 A Primer on Project Management; 1.4 Project Management Today; 1.4.1 Speed of Change; 1.4.2 Open Skill Versus Closed Skill; 1.4.3 Staged Deliveries and Multiple Deadlines; 1.4.4 The Growing Significance of Stakeholder Orientation; 1.4.5 Availability of Resources as a Core Uncertainty.
- 1.4.6 New Requirements on Procurement in Complex Multi-Tier Supply Networks1.4.7 New Approaches Continue to Emerge; 1.5 How We Are Seen by Others; 1.6 The Complex Dynamics of Success and Failure; 1.7 Standardization and Certification in Project Management; 1.8 Terminology Traps; 1.9 Navigating between Monsters; Chapter 2 Digging Deeper; 2.1 Introductory Questions; 2.2 A Major Distinction; 2.2.1 Internal Projects; 2.2.2 Customer Projects; 2.2.3 Capital Projects; 2.2.4 "Razor-and-Blade" Projects (or Freebie Projects); 2.2.5 The Same Methods for Different Types of Projects?; 2.2.6 Conclusion.
- 2.3 What Is the Matrix?2.4 The Economics of Attention; 2.5 How Project Managers Learn; 2.6 Game Theory for Project Managers-A Brief Introduction; 2.6.1 Players' Games; 2.6.2 Multi-Players' Games 1: The Tragedy of the Commons; 2.6.2 Multi-Players' Games 2: The Dilemma of the Concurrent Investments; 2.6.3 Hope for Our Projects; Chapter 3 A Typology of Projects; 3.1 Introductory Questions; 3.2 Best Practice Approaches vs. SitPM; 3.3 A Research Project; 3.3.1 The First Objective: Develop a Typology; 3.4 Mark 1 Projects and Mark n Projects; 3.5 Greenfield Projects and Brownfield Projects.
- 3.6 Siloed Projects and Solid Projects3.7 Blurred Projects and Focused Projects; 3.8 High-Impact Projects and Low-Impact Projects; 3.9 Customer Projects and Internal Projects; 3.10 Stand-Alone Projects and Satellite Projects; 3.11 Predictable Projects and Exploratory Projects; 3.11.1 Predictable Projects; 3.11.2 Exploratory Projects; 3.11.3 Projects with Frequently Changing Requirements; 3.12 Composed Projects and Decomposed Projects; 3.13 Further Types of Projects; 3.13.1 Engineers' Projects and Gardeners' Projects; 3.13.2 Discretionary Projects and Mandatory Projects.
- 3.13.3 Single Handover Projects and Multiple Handover Projects3.13.4 No Deadline Projects, Single Deadline Projects, and Multiple Deadline Projects; 3.13.5 One-Shot Projects vs. Multi-Shot Projects; Chapter 4 Practices for SitPM; 4.1 Introductory Questions; 4.2 Lifecycle Approaches; 4.3 Agile Approaches; 4.4 Waterfall Approaches; 4.5 Rolling Wave Approaches; 4.6 Connective Leadership and Achieving Styles; 4.6.1 The Lipman-Blumen Achieving Styles Model; 4.6.2 Application of the Lipman-Blumen Achieving Styles; 4.6.3 Real-Life Examples and Application in Project Management.