Description |
1 online resource (549 pages) |
Contents |
Cover; Half Title; Title; Copyright; Contents; Foreword; Preface; Acknowledgments; About the Authors; 1 Projects and Programs; 1.1 Perception of Projects and Programs; 1.2 Definitions of Projects and Programs; 1.3 Categorization: Small Project, Project and Program, Non-Project; 1.4 Projects and Programs: Contexts; 1.5 Projects and Programs: Benefits; Literature; 2 Project Management Approaches and New Values; 2.1 Mechanistic vs. Systemic Management Paradigm; 2.2 Mechanistic Project Management; 2.3 Systemic Project Management; 2.4 New Management Values; Literature |
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3 Strategic Managing and Investing3.1 Strategic Managing an Organization; 3.2 Investment Definition and Investment Types; 3.3 Planning an Investment Object; 3.4 Controlling the Benefits Realization of an Investment; Literature; 4 Managing Requirements and Projects; 4.1 Requirements and Projects: Critical View from Practice; 4.2 Requirement Definition and Requirement Types; 4.3 Managing Requirements Using a Sequential Approach; 4.4 Managing Requirements Using the Scrum Model; 4.5 Strengths and Weaknesses of the Models for Managing Requirements; 4.6 Managing Requirements: Sub-Processes |
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Literature5 Project Initiating; 5.1 Project Initiating: Objectives; 5.2 Project Initiating: Process; 5.3 Applying Agile Methods: A Possible Project Strategy; 5.4 Project Initiating: Methods; 5.5 Project Initiating: Organization; Literature; 6 Business Process: Project Managing; 6.1 Project Managing: Objectives; 6.2 Project Managing: Process; 6.3 Project Managing: Contexts; 6.4 Project Managing: Designing the Business Process; 6.5 Project Initiating and Project Managing: Values; 6.6 Managing Different Project Types; 6.7 Project Managing: Benefits; Literature |
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7 Project Organization and Project Culture7.1 Project Roles; 7.1.1 Individual Roles in Projects; 7.1.2 Team Roles in Projects; 7.1.3 Role Conflicts in Projects; 7.2 Project Organization Charts; 7.2.1 Traditional Project Organization Models; 7.2.2 Systemic Project Organization Models; 7.2.3 Empowerment as a Design Element for Project Organizations; 7.2.4 Integration as a Design Element for Project Organizations; 7.2.5 Virtuality as a Design Element for Project Organizations; 7.2.6 Consequences of the Use of Scrum for Project Organizations; 7.3 Project Culture |
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7.3.1 Developing a Project-Specific Culture7.3.2 Elements of a Project Culture; Literature; 8 Teamwork and Leadership in Projects, Competencies for Projects; 8.1 Teams in Projects; 8.1.1 Team: Definition; 8.1.2 Life Cycle of Teams in Projects; 8.2 Leading in Projects; 8.2.1 Leadership Tasks and Leadership Styles; 8.2.2 Leading in Projects as a Project Management Task; 8.3 Competencies for Projects; 8.3.1 Project Management Competencies; 8.3.2 Social Competencies for Projects; 8.3.3 Self-Competencies for Projects; 8.3.4 Self-Understanding as Project Manager; Literature |
Summary |
This book gives managers an integrative approach to project, program, and change management. It describes the differences between change in projects versus programs with case studies in both areas and the different life cycles. While the project and change comprise much of the book, it is up to date with its emphasis on agile, scrum, and benefits. The book also describes methods to both initiate and manage a change and what must be done for success and business value |
Notes |
9 Sub-Process: Project Starting |
Bibliography |
Includes bibliographical references and index |
Notes |
Print version record |
Subject |
Project management -- Handbooks, manuals, etc
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Entrepreneurship.
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Entrepreneurship
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entrepreneurs.
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COMPUTERS -- Information Technology.
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TECHNOLOGY & ENGINEERING -- Engineering (General)
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Entrepreneurship.
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Project management.
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Genre/Form |
Handbooks and manuals.
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Form |
Electronic book
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Author |
Gareis, Lorenz
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ISBN |
9780429797095 |
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0429797095 |
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9780429797088 |
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0429797087 |
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0429797079 |
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9780429438455 |
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9780429797071 |
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0429438451 |
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