| Description |
1 online resource (255 pages) |
| Contents |
The Performance of Projects and Project Management- Front Cover; The Performance of Projects and Project Management; Title Page; Copyright Page; Dedication; Contents; List of Figures; List of Tables; Notes on Contributors; Foreword; References; Preface; The Essence of our Collective Book; Contents and Development; Conclusion and Acknowledgement; PART I: Project Risk Management and Sustainable Performance; Chapter 1: Vision-Implementation-Organization: The VIO Approach for Complex Projects and Programs; Introduction; Strategy; Corporate Strategy; Requirements; Success; Model; The VIO Approach |
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Project VisionGoal; Dimensions and Objectives; Final Deliverables; Project Implementation; Converting Vision to Reality; Intermediary Deliverables; Key Stakeholders; Risks; Project Organization; Critical Stakeholders; Intermediary Stakeholders; Project Team; References; Chapter 2: Integrating Change, Process, and Project Management as well as Business Analysis to Assure the Sustainable Development of Companies; Introduction; Change Management and Its Relationships to Process and Project Management; Process Management and Its Relationships to Change and Project Management |
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Project Management and Its Relationship to Change and Process ManagementCompeting Management Approaches; ONEmanagement; ONEmanagement: Organizational and Personnel-Related Provisions; Conclusion; References; Chapter 3: Combining Supply Chain Risk Management and Project Risk Management to Improve the Sustainable Performance of a Company; Introduction; From Risks to Modeling; Managing the Risks in the Supply Chain; Managing the Risks in Project Management; Comparison between the SCOR® Model and the PMI Model; Analysis and Recommendations; Proposal for a New Model; Case Study; Conclusion |
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Model of the Project-Oriented CompanyCorporate Governance Concepts; Sustainable Development and Corporate Governance; Case Studies: Examples of Corporate Governance; Corporate Governance of the Project-Oriented Company: Hypotheses, Models and Examples; Conclusion; References; Chapter 6: The Project Environment: The Key to Sustainable Project Performance in Project Intensive Organizations; Introduction; A Learning Organization-Maturity and Project Excellence; The Project Environment; Requirements for a Healthy Project Environment; Executive Sponsorship; Project Governance Principles |
| Summary |
In the increasing number of heavily projectized organizations, sustainable, commercial performance depends on their ability to measure and develop the performance of project management.??This involves developing new skills and capabilities, such as a learning approach across projects. It also involves transforming established approaches such as corporate governance to match the new project-oriented context and, finally, it involves learning to use projects to enable key organizational objectives, such as sustainability, as well as the project-specific outcomes.??The Performance of Projects and Project Management offers perspectives on all of these fundamental aspects of project performance. As such, it is an important book for those concerned with project strategy, project delivery and business sustainability |
| Bibliography |
ReferencesPART II: Project Governance and Sustainable Performance; Chapter 4: Project Governance; Introduction; Governance at the Level of the Project-Oriented Organization; The APM Guide; Governance of the Project; Governance roles; The Principal-Agent Relationship; Governance of the Context; Program and Portfolio Management; Organizational Capability; Governance of the Relationship between the Client and Contractor; Conclusion; References; Chapter 5: Corporate Governance of the Project-Oriented Company: Contributing to Its Sustainable Development; Introduction |
| Notes |
Preconditions for Executive Sponsorship |
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Print version record |
| Subject |
BUSINESS & ECONOMICS -- Project Management.
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| Form |
Electronic book
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| ISBN |
9781317021674 |
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1317021673 |
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