Del i serien Routledge Studies in Technology, Work and Organizations

Managing Complex Projects

Networks, Knowledge and Integration

Inbunden, Engelska, 2013

AvNeil Alderman,Chris Ivory,Ian Mcloughlin,Roger Vaughan

3 619 kr

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Concerned with the management of complex long-term engineering projects, this important volume, of great interest to postgraduate students of business, technology management and engineering, reports on a set of rich, novel and unique findings concerning the conduct and management of three high profile and complex projects. The major investments which constitute complex long-term projects represent an increasingly important source of economic activity, often with particularly significant consequences for economic growth and public policy. This informative volume expertly contributes to broader debates concerning new organizational forms, knowledge management and organizational learning and the management of innovation in project-based settings.

Produktinformation

Utgivningsdatum2013-09-26
Mått152 x 229 x 15 mm
Vikt480 g
FormatInbunden
SpråkEngelska
SerieRoutledge Studies in Technology, Work and Organizations
Antal sidor174
FörlagTaylor & Francis Ltd
ISBN9780415299589

Tillhör följande kategorier

Projektledning inom Ekonomi och Ledarskap

Neil Alderman is Senior Lecturer at the Newcastle University Business School, UK.Chris Ivory is Professor and Deputy Director of the Institute of International Management Practice at Anglia Ruskin University, UK.Ian McLoughlin is Professor of Management and Head of the Department of Management at Monash University, Australia.Roger Vaughan is Visiting Professor at the Centre for Knowledge, Innovation, and Enterprise at Newcastle University, UK.

1. New Modes of Project Delivery – Complex Projects 2. Understanding the Challenges of Managing Complex Projects 3. Exploring Complex Projects 4. Clarke Chapman: The Port Facilities Project 5. ALSTOM: The Pendolino Project 6. Northumbria Water: The Regional Sludge Treatment Centre Project 7. The Problem of Integration in Complex Projects 8. Conclusions: Rethinking the Management of Complex Projects

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