Project management : a multi-perspective leadership framework /

Modern projects are confronted with complexity and ambiguity. To provide a holistic framework, this book presents a new project management model that is used to identify the nature of a project and develop appropriate project solutions. It also allows a circular planning process, leading to coherenc...

Descripción completa

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autores principales: Mikkelsen, Hans (Autor), Riis, Jens Ove (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Bingle, UK : Emerald Publishing, 2017.
Edición:First edition.
Colección:Online access with EBA: Emerald Business, Management & Economics.
Temas:
Project management.
Gestion de projet.
Management decision making.
Management & management techniques.
BUSINESS & ECONOMICS > Industrial Management.
BUSINESS & ECONOMICS > Management.
BUSINESS & ECONOMICS > Management Science.
BUSINESS & ECONOMICS > Organizational Behavior.
Projektmanagement
Führung
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Front Cover
  • Project Management
  • Copyright Page
  • Contents
  • List of Figures
  • About the Book
  • Preface
  • 1 Introduction
  • 1.1. What Is a Project?
  • 1.2. Five Elements of a Project â#x80;#x93; The Five-by-Five Model
  • 1.2.1. A Circular Working Mode
  • 1.3. Many Different Projects
  • 1.3.1. Business Development Projects
  • 1.3.2. Company and Organizational Development Projects
  • 1.3.3. Technical Oriented Repetitive Projects
  • 1.3.4. Technical Oriented Development Projects
  • 1.3.5. Projects in a Political Environment
  • 1.3.6. Summary of the Spectrum of Different Projects1.4. Four Perspectives of a Project â#x80;#x93; The Project Portrait
  • 1.5. Discussion of Project Management Issues
  • 1.5.1. Different Projects â#x80;#x93; Different Working Modes
  • 1.5.2. Creating Value in a Political Environment
  • 1.5.3. The Project As Part of a Change Process
  • 1.5.4. Rethinking Project Management
  • 1.6. Overview of This Book
  • 1.7. Exercises
  • 2 Forming and Defining the Project
  • 2.1. Introduction
  • 2.2. Defining the Project task
  • 2.2.1. Projects Create Value
  • 2.2.2. Product Objectives
  • 2.2.3. Success Criteria â#x80;#x93; Stakeholder Expectations2.3. Analysis of the Project Task
  • 2.3.1. The Four-Perspective Model â#x80;#x93; The Portrait Model
  • 2.3.2. Uncertainty
  • 2.3.3. Complexity
  • 2.3.4. Additional Analyses
  • 2.4. Forming the Project â#x80;#x93; To define Content and Scope
  • 2.5. Discussion of Issues
  • 2.5.1. To Manage the Level of Ambition
  • 2.5.2. Mission, Vision, Utility Goals, and Project Objectives
  • 2.5.3. Recognition and Learning
  • 2.5.4. Relating to the World Outside of the Project
  • 2.5.5. Reactions to Uncertainty and Complexity
  • 2.6. Exercises3 Planning the Course of Action
  • 3.1. Introduction â#x80;#x93; What Is It All About?
  • 3.2. Project Processes
  • 3.2.1. Processes Related to the Project Task
  • 3.2.2. Processes Related to Application and Operation of the Project Result
  • 3.2.3. Processes Dealing with the Environment
  • 3.2.4. Management Processes
  • 3.3. Planning the Projectâ#x80;#x99;s Course of Action
  • 3.3.1. Models of Course of Action
  • 3.3.2. Holistic Project Planning
  • 3.3.3. Planning Events During the Project
  • 3.3.4. Detailed Planning of Course of Action
  • 3.4. Additional Aspects3.4.1. A Typical Life Cycle for an Internal Renewal Initiative
  • 3.4.2. Planning Dilemma
  • 3.4.3. When Does a Project Begin and When Does It End?
  • 3.4.4. Maneuverability â#x80;#x93; Is It Possible to Control the Project?
  • 3.4.5. Agile and Lean Project Management
  • 3.4.6. Relationship to Other Rhythms
  • 3.5. Exercises
  • 4 Organizing
  • 4.1. The Problem
  • 4.2. Basic Pattern of a Project Organization
  • 4.2.1. The Management Part of the Project Organization
  • 4.2.2. The Decision Part of the Project Organization

Ejemplares similares