| Description |
1 online resource (491 p.) |
| Series |
Management for Professionals |
|
Management for professionals.
|
| Contents |
Intro -- Preface to the Second Edition -- Structure of This Book -- Contents -- About the Authors -- 1: Introduction -- 1.1 Project Management, What for? -- 1.1.1 The Taylor Tub -- 1.1.2 BANI Is the New VUCA -- 1.2 What are Projects? -- Definition -- 1.2.1 Project Characteristics -- 1.2.2 Project Types -- 1.2.3 Emergence of Projects -- 1.3 What Is Project Management? -- 1.3.1 Hierarchies in Project Management -- 1.3.2 Dimensions in Project Management -- 1.3.2.1 Competence Area Perspective -- 1.3.2.2 Competence Area People -- 1.3.2.3 Competence Area Practices -- 1.3.3 Principles of Procedure |
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1.3.3.1 From a Rough Sketch to a More Detailed Depiction -- 1.3.3.2 Variant Formation -- 1.4 Process Models in Projects -- 1.4.1 Agile Approach -- 1.4.1.1 Scrum -- 1.4.1.2 Kanban -- 1.4.1.3 Scaled Agility -- 1.4.2 Traditional Approach: Phase Concept -- 1.4.2.1 The Project Commissioning Phase -- 1.4.2.2 The Initialisation Phase -- 1.4.2.3 The Concept Phase -- 1.4.2.4 The Realisation Phase -- 1.4.2.5 The Introduction Phase -- 1.4.2.6 The Utilisation Phase -- 1.4.3 Hybrid Project Management -- 1.4.4 Procedure in Change Projects -- 1.4.5 Further Process Models -- 1.4.5.1 V-Model |
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1.4.5.2 Simultaneous Engineering -- 1.4.5.3 Version Concept -- 1.4.6 Choice of a Process Model: Traditional, Agile or Hybrid? -- 1.5 Projects are Based on Teamwork -- 1.5.1 Content: Working in the System -- 1.5.2 Organisation and Relationship: Working on the System -- 1.5.3 Interactions -- 1.6 Projects are Social Systems -- 1.6.1 Taylorism in our Heads -- 1.6.2 Mechanistic and Systemic World View -- 1.6.3 People and Teams Are Non-Trivial Systems -- 1.6.4 Systemic Approach to Project Management -- 1.7 Versatility and Creativity -- 1.7.1 Versatility -- 1.7.2 Creativity as a Surplus of Attention |
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1.7.3 Interplay Between Human, Field and Domain -- Example -- 1.7.4 Framework Conditions for Creativity -- 1.8 Standards and Certification Models in Project Management -- 1.8.1 IPMA: International Project Management Association -- 1.8.2 PMI: Project Management Institute -- 1.8.3 PRINCE2 -- 1.8.4 Hermes -- 1.8.5 Scrum Alliance -- 1.8.6 DIN 69901 and ISO 21500 -- 1.9 Project Portfolio, Multi-Project and Programme Management -- References -- Further Readings -- 2: Methodology -- 2.1 Introduction -- 2.1.1 Traditional, Agile and Hybrid -- 2.1.2 Accuracy of Estimates -- 2.1.3 Practical Examples |
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2.2 Project Commissioning Phase -- 2.2.1 What Is Important in the Commissioning Phase? -- 2.2.2 Project Factsheet -- 2.2.3 Business Case -- 2.2.4 Project Request -- 2.2.5 Checklist Completion Project Commissioning -- 2.3 Initialisation Phase -- 2.3.1 What is Important in the Initialisation Phase? -- 2.3.2 Setting Objectives -- 2.3.2.1 Setting Objectives Along the Project Phases -- 2.3.2.2 Global Objective and Detailed Objectives -- Example: Practical Example BLS Project Sales Back-End -- Example: Practical Example Metrohm OMNIS Titration System Project |
| Summary |
This practical handbook offers a comprehensive guide to efficient project management. It pursues a broad, well-structured approach, suitable for most projects, and allows newcomers, experienced project managers, and decision-makers to find valuable input that matches their specific needs. The Project Management Compass guides readers through various sections of the book; templates and checklists offer additional support. The handbooks innovative structure combines concepts from systems engineering, management psychology, and process dynamics. This international edition will allow to share the authors' experience gained in many years of project work and over thousands of project management and leadership seminars conducted for BWI Management Education in Zurich, Switzerland. This second, entirely revised edition of the Project Management Handbook is based on the fundamentals of the previous standard work and is aligned with the German 5th edition. It now covers a large number of new or updated topics. This work has also been updated to help with the IPMA certification and offers a comprehensive reference table for all competence elements of the Individual Competence Baseline of IPMA (ICB4) |
| Notes |
Description based upon print version of record |
|
2.3.2.3 System Objectives and Process Objectives |
| Bibliography |
Includes bibliographical references and index |
| Subject |
Project management.
|
|
Project management
|
| Form |
Electronic book
|
| Author |
Bachmann, Christian
|
|
Hubmann, Mike
|
|
Lippmann, Robert
|
|
Schneider, Patrick
|
| ISBN |
9783662662113 |
|
3662662116 |
|
