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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
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Searching... | 837796-2001 | XX(837796.1) | Book | Book | Searching... |
Searching... | 30000010336420 | HD69.P75 A39 2014 | Open Access Book | Book | Searching... |
Searching... | 33000000009114 | HD69.P75 A39 2014 | Open Access Book | Book | Searching... |
On Order
Summary
Summary
On the evidence of the authors of Advances in Project Management: Narrated Journeys in Unchartered Territory, there is a sea change coming. That change will affect the way projects are perceived, lead and governed, particularly in the context of the wider organisation to which they belong; whether that is in the public, private or not-for-profit sectors. Many organisations have struggled to apply the traditional models of project management to their new projects in the global environment. Anecdotal and evidence-based research confirms that projects continue to fail at an alarming rate. A major part of the build-up to failure is often the lack of adequate project management knowledge and experience. Advances in Project Management covers key areas of improvement in understanding and project capability further up the management chain; amongst strategy and senior decision makers and amongst professional project and programme managers. This collection, drawn from some of the world's leading practitioners and researchers and compiled by Professor Darren Dalcher of the National Centre for Project Management, provides those people and organisations who are involved with the developments in project management with the kind of structured information, new approaches and novel perspectives that will inform their thinking and their practice and improve their decisions.
Author Notes
Darren Dalcher is the founder and Director of National Centre for Project Management. He has built a reputation as leader and innovator in the area of practice-based education and reflection in project management and has worked with many major industrial, commercial and charitable organisations and government bodies. He is active in numerous international committees, standards bodies, steering groups, and editorial boards and heavily involved in organising international conferences, and has delivered many international keynote addresses and tutorials. He has written over 200 refereed papers and book chapters on project management and software engineering. Professor Dalcher is the editor of the two book series Advances in Project Management and Fundamentals of Project Management. He was named by the APM as an influential expert in project management for his contribution in 'integrating and weaving academic work with practice' and awarded a prestigious Honorary Fellowship for outstanding contribution to project management.
Table of Contents
Introduction |
Uncertainty: Managing project uncertaintyDarren Dalcher |
That uncertain feelingDavid Cleden |
Strategic Risk: When do projects begin? Addressing strategic project appraisal issuesDarren Dalcher |
Strategic project risk appraisal and managementElaine Harris |
Risk: Risks or projects?Darren Dalcher |
Managing risk in projects: what's new?David Hillson |
Governance: Facing uncertainty: project governance and controlDarren Dalcher |
Project governanceRalf Müller |
Programme Management: Managing uncertainty through programmesDarren Dalcher |
Programme management beyond standards and guidesMichel Thiry |
Risk Leadership: Beyond tame problems: the case for risk leadershipDarren Dalcher |
The application of the 'new sciences' to risk and project managementDavid Hancock |
Leadership: In search of project leadershipDarren Dalcher |
Project-oriented leadershipRalf Müller and Rodney Turner |
Earned Value: Progress and performance: the case for extending earned value managementDarren Dalcher |
Effective measurement of time performance using earned value managementAlexandre Rodrigues |
Spiritual Inspiration: Inspiration in teams: searching for a new intelligenceDarren Dalcher |
Spirituality in project management teamsJudi Neal and Alan Harpham |
Ethics: Project ethics and professionalism: the making of a profession?Darren Dalcher |
Project ethics: the critical path to developmentHaukur Ingi Jónasson and Helgi Thor Ingason |
Stakeholders: Can we satisfy project stakeholders?Darren Dalcher |
What does the project stakeholder value?Pernille Eskerod and Anna Lund Jepsen |
Supply Chains: Managing connected supply chainsDarren Dalcher |
Managing project supply chainsRon Basu |
Second Order Project Management: Making sense of complexity: towards a higher orderDarren Dalcher |
A case for second order project managementMichael Cavanagh |
Sustainability: Sustainability: a new professional responsibility?Darren Dalcher |
Taking responsibility: the integration of sustainability and project managementGilbert Silvius and Ron Schipper |
Psychology: The psychology of projects: what the bodies of knowledge don't tell usDarren Dalcher |
The psychology of project managementSharon De Mascia |
Benefits: Overstating the benefits?Darren Dalcher |
Benefits realisation - building on (un)safe foundations or planning for success?Stephen Jenner |
The burden of making good decisionsDarren Dalcher |
Decision making under stress - advice for project leadersKaye Remington |
Leadership Communication: The art of communicationDarren Dalcher |
Communicating upwards for effectLynda Bourne |
Sustainable Impacts: Sustainability and successDarren Dalcher |
Sustainable change in large projectsGöran Brulin and Lennart Svensson |
Knowledge: Is there a universal theory of project management?Darren Dalcher |
The coming sea-change in project management scienceMichael Hatfield |
Senior Management: From projects to strategy, and back againDarren Dalcher |
Evidence of the neglect of project management by senior executivesAntonio Nieto-Rodriguez |
Summary - project management research: the long journey |
Index |