| 000 | 11386nam a22005893i 4500 | ||
|---|---|---|---|
| 001 | EBC2095465 | ||
| 003 | MiAaPQ | ||
| 005 | 20240729123812.0 | ||
| 006 | m o d | | ||
| 007 | cr cnu|||||||| | ||
| 008 | 240724s2015 xx o ||||0 eng d | ||
| 020 |
_a9783662453735 _q(electronic bk.) |
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| 020 | _z9783662453728 | ||
| 035 | _a(MiAaPQ)EBC2095465 | ||
| 035 | _a(Au-PeEL)EBL2095465 | ||
| 035 | _a(CaPaEBR)ebr11067281 | ||
| 035 | _a(CaONFJC)MIL799069 | ||
| 035 | _a(OCoLC)910915963 | ||
| 040 |
_aMiAaPQ _beng _erda _epn _cMiAaPQ _dMiAaPQ |
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| 050 | 4 | _aHD69.P75 | |
| 082 | 0 | _a658.404 | |
| 100 | 1 | _aKuster, Jürg. | |
| 245 | 1 | 0 | _aProject Management Handbook. |
| 250 | _a1st ed. | ||
| 264 | 1 |
_aBerlin, Heidelberg : _bSpringer Berlin / Heidelberg, _c2015. |
|
| 264 | 4 | _c©2015. | |
| 300 | _a1 online resource (445 pages) | ||
| 336 |
_atext _btxt _2rdacontent |
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| 337 |
_acomputer _bc _2rdamedia |
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| 338 |
_aonline resource _bcr _2rdacarrier |
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| 490 | 1 | _aManagement for Professionals Series | |
| 505 | 0 | _aIntro -- Preface -- Why We Wrote This Book -- The Structure of This Book -- How to Get the Best from This Book -- Contents -- Part I: An Overview of Project Management -- 1: Why Project Management? -- 2: What is a Project? -- 2.1 Types of Project -- Type of Goals -- Social Complexity -- 2.2 Classifying Projects -- 3: What is Project Management? -- 3.1 Hierarchy in Project Management -- 3.2 Dimensions in Project Management -- 3.3 Basic Management Principle: ``Structure Follows Strategy´´ -- 4: Project Management: Key Theoretical Concepts -- 4.1 A Systemic Approach -- 4.2 Systems Engineering -- Systems Thinking -- Procedural Principles -- Top-Down Procedure -- Investigate Alternatives -- Problem-Solving Methodology -- 5: The Phase Concept -- 5.1 The Initialisation Phase -- 5.2 The Preliminary Study Phase (Pre-Study Phase) -- 5.3 The Concept Phase -- 5.4 The Implementation Phase -- 5.5 The Introduction Phase -- Introduction -- Hand-Over -- Concluding the Project -- 5.6 The Utilisation Phase -- 5.7 Milestones -- 6: Other Process Models -- 6.1 Simultaneous Engineering -- 6.2 Prototyping -- 6.3 Versioning -- 6.4 The Agile Approach -- 6.5 Change Projects -- 7: Project Evaluation and Project Portfolios -- 7.1 Project Worthiness -- 7.2 Project Portfolios -- 8: Project Management Trends -- 8.1 Increased Differentiation -- 8.2 Agile Project Management -- 8.3 International Project Management -- 8.4 Staff Development and Qualification -- Part II: Structure and Approaches -- 9: The ``Initialisation´´ Phase -- 9.1 What Is This Phase About? -- 9.2 Results of the Initialisation Phase -- 9.3 Stages of the Initialisation Phase -- Check Project Worthiness -- Put the Project Agreement in Writing -- 9.4 Organisation -- The Project Agreement Contains Important ``Decision-Making Points´´ for the Project Organisation -- Skills Needed in This Phase. | |
| 505 | 8 | _a9.5 Planning: Preliminary Estimate -- Planning the Next Phase (Preliminary Study) -- 9.6 Controlling and Risk Management -- 9.7 Leadership and Teamwork -- 9.8 Information and Documentation -- Process-Focused Documents -- Content-Focused Documents -- 9.9 Checklist ``Conclusion of Initialisation Phase´´ -- 10: The ``Preliminary Study´´ Phase -- 10.1 What Is This Phase About? -- 10.2 Results of the Preliminary Study Phase -- 10.3 Stages of the Preliminary Study Phase -- 10.4 Organisation -- 10.5 Rough Planning -- Procedure for Rough Planning: The Steps -- Planning the Next Phase (Concept Phase) -- 10.6 Controlling and Risk Management -- 10.7 Leadership and Teamwork -- 10.8 Information and Documentation -- General -- Process-Focused Documents -- Content-Focused Documents -- 10.9 Checklist ``Conclusion of Preliminary Phase´´ -- 11: The ``Concept´´ Phase -- 11.1 What Is This Phase About? -- 11.2 Results of the Concept Phase -- 11.3 Stages of the Concept Phase -- 11.4 Organisation -- Points to Pay Particular Attention to in the Concept Phase -- Skills Needed in This Phase -- 11.5 Detailed Planning -- Procedure for Detailed Planning -- Planning for the Next Phase (Implementation) -- 11.6 Controlling and Risk Management -- 11.7 Leadership and Teamwork -- 11.8 Information and Documentation -- Process-Focused Documents -- Results-Focused Documents -- Phase Report (Status Report, Review) -- 11.9 Checklist ``Conclusion of Concept Phase´´ -- 12: The ``Implementation´´ Phase -- 12.1 What Is This Phase About? -- 12.2 Results of the Implementation Phase -- 12.3 Stages of the Implementation Phase -- 12.4 Organisation -- 12.5 Adapting the Plans -- Planning the Next Phase (Introduction Phase) -- 12.6 Controlling and Risk Management -- 12.7 Leadership and Teamwork -- 12.8 Information and Documentation -- Process-Focused Documents -- Results-Focused Documents. | |
| 505 | 8 | _a12.9 Checklist ``Conclusion of Implementation Phase´´ -- 13: The ``Introduction´´ Phase -- 13.1 What Is This Phase About? -- 13.2 Results of the Introduction Phase -- 13.3 Stages of the Introduction Phase -- 13.4 Organisation -- 13.5 Planning: Using the Experience of How the Project Went -- 13.6 Controlling and Risk Management -- 1. Achieving the Goal -- 2. Cost Effectiveness -- 13.7 Leadership and Teamwork -- 13.8 Information and Documentation -- Process-Focused Documents -- Results-Focused Documents -- 13.9 Checklist ``Conclusion of Introduction Phase´´ -- Part III: Advanced Coverage of Topics -- 14: Project Initialisation -- 14.1 Managing an Organisation´s Projects Properly from the Start -- From an Idea to a Project -- Ideas Go Beyond the Organisation´s Normal Boundaries -- Proactive Project Start -- Reactive Project Start -- Accidental Project Start -- Suitability and Readiness for Becoming a Project -- 14.2 Legal Aspects of Project Management -- 14.3 Internal Projects (Inside Out View) -- Ideas and Improvement Suggestions from Staff -- The Business Case -- 14.4 External Projects (Outside in View) -- External Customers Have a Requirement or a Problem -- The Bid Manager -- The Bid -- The Contract with External Customers -- 15: The Project Organisation -- 15.1 Basic Points -- 15.2 The Line and the Project: Two Different Worlds -- 15.3 Roles and Committees -- The Project Owner -- The Project Portfolio Manager -- The Steering Committee -- The Advisory Group -- Project Management -- The Project Team -- Sub-project Managers, Sub-project Teams -- Temporary Groups -- 15.4 The Project Management´s Responsibilities -- 15.5 The Role of Deputies in the Project -- 15.6 Basic Project Management Organisational Structures -- Project Coordination -- Pure Project Organisational Structure -- Matrix Organisational Structure -- 15.7 The Project Management Handbook. | |
| 505 | 8 | _a15.8 Areas of Responsibility -- 15.9 The Management Continuum with Changing Responsibilities -- 15.10 Setting Up the Project Organisation -- 15.11 Virtual Teams -- 15.12 Working in a Multicultural Environment -- Example -- 16: Project Planning -- 16.1 Rough Planning -- Establishing Milestones in the Project: The Milestone Plan -- Which Criteria Are Applied to Break a Project Down into Phases? -- Example -- When Will a Review Be Needed? -- Breaking a Project Down into Work Packages: The Project Structure Plan -- Will Sub-projects Be Needed? -- 16.2 Detailed Planning -- Create List of Activities and Schedule -- Scheduling -- Planning the Use of Resources: Line Management and Project Manager Working Together -- Examples -- 16.3 Multi-project Planning by the Line Organisation -- 16.4 Cost Forecast and Cost Curve -- 16.5 Overview of the Project Planning Procedure -- 16.6 The Planning Procedure -- Forward Scheduling -- Backward Scheduling -- 16.7 In Which Phase Does the Planning Take Place? -- 16.8 Who Will Plan? -- 16.9 How Detailed Should the Planning Be? -- 16.10 Planning Large and Small Projects -- 16.11 Effort Estimation -- Function Point Analysis -- Multiplier Method -- Percentage Method -- 16.12 Planning for Great Uncertainty -- 16.13 Special Situations -- Simultaneous or Concurrent Engineering -- 16.14 Further Planning as Required -- Target Costing, Design to Cost -- Make-or-Buy Decisions -- Quality Planning -- Examples of Actions in the Quality Plan -- 16.15 Use of the Computer as a Planning Tool -- Criteria for the Use of Computers for Project Planning -- What Are the Benefits of Using IT Tools? -- What Are the Disadvantages of Using IT Tools? -- 17: Project Controlling -- 17.1 Overview -- Why Have Project Controlling? -- 17.2 Project Monitoring -- Cost and Schedule Monitoring -- Resource Monitoring -- 17.3 Project Assessment -- Feasibility. | |
| 505 | 8 | _aCost Effectiveness -- Risk Management -- 17.4 Project Reporting -- 17.5 Project Steering -- The Magic Triangle -- The 90% Syndrome -- Cost Transparency and Realistic Assessment of the Project´s Economic Situation -- 17.6 Changes to the Project -- Configuration Management -- Change Request Management -- Claim Management -- 17.7 Reviews as a Higher-Level Controlling Mechanism -- 17.8 Coaching for Project Managers -- 17.9 Crisis Management -- 18: Information, Communication and Documentation -- 18.1 Goals of Information and Communication -- 18.2 Principles of Information and Communication -- 18.3 Scope of an Information and Communication System -- 18.4 Making Communication Visible -- 18.5 Verbal Communication -- Formal Communication -- Informal Communication -- 18.6 Reporting -- 18.7 The Project Documentation -- 18.8 Project Marketing -- 18.9 Electronic Communication -- 18.10 Project Management Portal -- Definition -- How It Works -- 18.11 Interpersonal Communication -- What Is Communication? -- Our Perception -- Models of Interpersonal Communication -- A Communication Model -- The Communication Circle -- Conduct of Negotiations -- Feedback -- Johari Window -- Questioning Techniques -- Open Questions, Questions That Stimulate -- Information Questions -- Alternative Questions -- Confirmation Questions -- Rhetorical Questions -- Suggestive Questions -- Consequences from Considering the Model -- Factors That Promote Good Interpersonal Communication -- Factors That Obstruct -- Communication at the Project Level -- 19: Leadership and Teamwork -- 19.1 Leadership: What Is That? -- (a) Leadership = Management -- (b) Leadership = Employee Leadership -- (c) Leadership = Coaching -- 19.2 Leadership Organisation -- Project Management Leadership Concept -- 19.3 Project Management Is a Form of Relationship Management -- Analysing Project Networks. | |
| 505 | 8 | _aManaging Stakeholder Groups. | |
| 588 | _aDescription based on publisher supplied metadata and other sources. | ||
| 590 | _aElectronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries. | ||
| 650 | 0 | _aBusiness planning. | |
| 655 | 4 | _aElectronic books. | |
| 700 | 1 | _aHuber, Eugen. | |
| 700 | 1 | _aLippmann, Robert. | |
| 700 | 1 | _aSchmid, Alphons. | |
| 700 | 1 | _aSchneider, Emil. | |
| 700 | 1 | _aWitschi, Urs. | |
| 700 | 1 | _aWüst, Roger. | |
| 776 | 0 | 8 |
_iPrint version: _aKuster, Jürg _tProject Management Handbook _dBerlin, Heidelberg : Springer Berlin / Heidelberg,c2015 _z9783662453728 |
| 797 | 2 | _aProQuest (Firm) | |
| 830 | 0 | _aManagement for Professionals Series | |
| 856 | 4 | 0 |
_uhttps://ebookcentral.proquest.com/lib/orpp/detail.action?docID=2095465 _zClick to View |
| 999 |
_c54153 _d54153 |
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