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Project management handbook
This practical handbook offers a comprehensive guide to efficient project management. It pursues a broad, well-structured approach, suitable for most projects, and allows newcomers, experienced project managers and decision-makers to find valuable input that matches their specific needs. The Project Management Compass guides readers through various sections of the book; templates and checklists offer additional support. The handbook's innovative structure combines concepts from systems engineering, management psychology, and process dynamics. This international edition will allow to share the authors' experience gained in many years of project work and over 2,000 project management and leadership seminars conducted for BWI Management Education in Zurich, Switzerland. This is an excellent handbook for practical project management in today's world. Prof. Dr. Heinz Schelle, Honorary Chairman of the GPM (German Project Management Association)The authors' many years in practical experience in setting up, implementing and managing projects shines through in this book. The book also reflects the current trend towards increased social competence. I am therefore pleased to recommend this book as a basis for certification in project management. Dr. Hans Knèopfel, Honorary President of the SPM (Swiss Project Management Association).
Book
Project Management Handbook
This practical handbook offers a comprehensive guide to efficient project management.It pursues a broad, well-structured approach, suitable for most projects, and allows newcomers, experienced project managers and decision-makers to find valuable input that matches their specific needs.
eBook
Project management handbook
This practical handbook offers a comprehensive guide to efficient project management. It pursues a broad, well-structured approach, suitable for most projects, and allows newcomers, experienced project managers and decision-makers to find valuable input that matches their specific needs. The Project Management Compass guides readers through various sections of the book; templates and checklists offer additional support. The handbook’s innovative structure combines concepts from systems engineering, management psychology, and process dynamics. This international edition will allow to share the authors' experience gained in many years of project work and over 2,000 project management and leadership seminars conducted for BWI Management Education in Zurich, Switzerland. This is an excellent handbook for practical project management in today’s world. Prof. Dr. Heinz Schelle, Honorary Chairman of the GPM (German Project Management Association)The authors’ many years in practical experience in setting up, implementing and managing projects shines through in this book. The book also reflects the current trend towards increased social competence. I am therefore pleased to recommend this book as a basis for certification in project management. Dr. Hans Knöpfel, Honorary President of the SPM (Swiss Project Management Association)
Book
Project Controlling
Project controlling has now become a concept of its own. It describes the “processes and rules that are used in project management to ensure that the project goals are achieved”.
Book Chapter
Project Management Trends
As a field, project management is still developing. It has not yet reached the pinnacle of its “career”—that will be when we no longer speak about it. It will continue to evolve, and to develop its surrounding environment.
Book Chapter
Change Management and Dealing with Resistance
These days, almost every project initiative leads to small or large changes in the core organisation. Innovation nearly always affects some of a company’s business processes. It leads to new operational structures, to different organisational units, to previous work becoming unnecessary, to services being defined differently. The changes always lead to the people involved having to change their activities, their behaviour or even their attitude. And in order to take people along on that journey of change, a project management approach that concentrates purely on objective goals will not suffice. More focused project activities and project leadership are needed in order to help people engage with the changes that impact on behaviour. And this becomes all the more important given that expectations around the time taken to implement change are getting ever shorter. The ongoing coordinated measures taken around these changes can be referred to as change management (Fig. 21.1).
Book Chapter
Aspects of Teams
Interdisciplinary solutions often have to be found for the pending problems within projects. This cross-discipline collaboration can only be done by project teams. It takes their energy to work in a goal-oriented manner within the team. At the start of the project work, the newly established team is generally not yet focused. It is worthwhile building a picture of the affected system within the project that is as complete as possible, even if it means that the project gets off to a slower start. If all the affected parties are relatively integrated within the project, this will generally create a heterogeneous project team composition. The various systems with their different cultures and realities are then exposed to one another in this microcosm. A basic understanding of different personality types will support and encourage a constructive examination. The team energy can develop.
Book Chapter
Problem-Solving Methods
The problem-solving process benefits from a systematic, structured approach, rather than knee-jerk reactions. It can sometimes be good to immediately embark on an “obvious” solution without actually fully exploring the current situation, or even without stopping to think about the goals and the possible range of solutions. This is a very common situation in practice, and is known as “jumping to a solution”. But for projects that involve new territory, a different approach is more worthwhile (Fig. 26.1).
Book Chapter
Team Leadership Methods
Group process organisation (GPO) provides a structured approach and rules for handling this topic in group work. It is drawn up jointly by all the participants before the group work starts specifically before they all become preoccupied with the group work. This makes the group work much more effective, more than compensating for the time required to complete this step. To function effectively, the group process organisation should be illustrated for all participants and should be visible for the entire duration of the group work.
Book Chapter