Rethinking Project Management

An Organisational Perspective

Häftad, Engelska, 2008

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Erling S. Andersen’s new book examines project management from an organisational perspective. A project is a temporary organisation, established by its base organisation to carry out an assignment on its behalf. From this perspective, project management focusses on the relationship between the permanent and the temporary organisation. Inherent in this perspective is an understanding of the project’s most important purpose, to facilitate another organisation’s progress.

Produktinformation

Utgivningsdatum2008-05-15
Mått188 x 246 x 18 mm
Vikt684 g
FormatHäftad
SpråkEngelska
Antal sidor368
Upplaga1
FörlagPearson Education
ISBN9780273715474

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List of figuresList of tablesPrefacePublisher's acknowledgements Chapter 1 The project concept and the organisational perspective1.1 Projects and perspectives1.2 The task perspective1.2.1 Definition and main ideas1.2.2 Theoretical base1.2.3 Criticisms of task perspective1.3 The organisational perspective1.3.1 Definition and main ideas1.3.2 Theoretical base1.4 A universal project management theory or several contingency theories? 1.4.1 Types of project1.4.2 Life cycle models1.4.3 How this affects what follows1.5 The project assignment1.5.1 The rationale of the project – stability and change at the same time1.5.2 Dividing responsibilities between the project and base organisation1.5.3 What sort of changes is possible in a base organisation? 1.5.4 Pursuing different types of change at the same time – PSO1.5.5 Evolutionary development1.5.6 Resistance to change1.5.7 The evolving task1.6 Projects and time1.6.1 Cyclical, linear and alternating time1.6.2 Temporal focus and temporal depth1.6.3 Polychronicity and monochronicity1.6.4 Scheduling of activities – entrainment of processes1.6.5 Coping with stress1.7 A project management theory based on the organisational perspective1.7.1 Concepts, theories and methods1.7.2 A project management theory1.7.3 Theory elaborationNotes to Chapter 1 Chapter 2 The foundation of the project2.1 Strategies affecting projects2.1.1 Change strategy: punctuated equilibrium2.1.2 Change strategy: event pacing or time pacing2.1.3 Positioning strategy2.1.4 Implementation strategies2.2 Project uncertainty2.2.1 The concept of uncertainty2.2.2 Attitudes to uncertainty2.2.3 Uncertainty management strategies2.3 Project stakeholders2.3.1 Salience2.3.2 A strategy for dealing with stakeholders2.3.3 Constructing a coalition – the contribution/reward model2.4 Establishing the project2.4.1 Business case2.4.2 Project mandate2.5 Project mission, goals and success criteria2.5.1 Missionand goals2.5.2 Elaborating the mission – mission breakdown structure2.5.3 Project success criteria2.5.4 Moving targets2.6 Project scope and delimitations2.6.1 Freedom of action2.6.2 Project responsibilities2.6.3 Project completion date2.7 &