Project management multiplicity - current trends / Jan Pries-Heje (red.).

Format:

Book

Contributor:

Pries-Heje, Jan, editor.

Language:

English

Subjects (All):

Project management.

Physical Description:

1 online resource (236 p.)

Edition:

1st ed.

Place of Publication:

Frederiksberg, [Denmark] : Samfundslitteratur, 2012.

Summary:

Projektledelse i dag er først og fremmest kendetegnet ved en mangfoldighed af tilgange. Denne bog giver dig et overblik over den nyeste forskning i projektledelse og kommer omkring fordele og ulemper ved de enkelte tilgange. Bogen udgives i samarbejde med foreningen Dansk Projektledelse

Contents:

Cover

Title Page

Colophon

Contents

Chapter 1

Project Management Multiplicity: Current Trends

Jan Pries-Heje

Abstract

Project Management Multiplicity

Research Method and the Target Audience for this Book

(A Short) History of Project Management

Project-Oriented Teaching in Denmark

A New Research Field Emerges

Current State of Project Management Research in Denmark

Conclusion

Chapter 2

40 years of Danish Project Management: From Engineering Manager to Business Developer

Hans Mikkelsen &amp

Jens Ove Riis

Introduction

Research Method

40 Years' Development

1970s - Planning

Hierarchical and linear planning

Separate project organization

Engineering manager

Contribution: Structuring complex tasks

1980s - Organization

Product and systems development

Emphasis on project delivery

Stakeholder analysis

Matrix organization

The project manager as a coordinator and an administrator

Contribution: Dual responsibility

1990s - Management

Internal company development

Team building

Situational approach

Risk management

Emerging process orientation

Lean project organization

The role as a leader

Contribution: Facilitating working across sections

2000s - Professionalism

Certification

Complex and uncertain environment

Value creation

Program management

Projects in global network structures

Partnering

The project manager as business developer

Contribution: Supporting knowledge sharing and competence development

Trends and Challenges for the 2010s

Diversity in managing different types of projects in a complex and dynamic environment

Business modeling as an essential part of project management

Visioneering

Projects as social processes and platforms for organizational learning.

The project mode may become a key element in managing global organizations

New role of the project manager: Visible and visionary management in a virtual world

The knowledge seeking project manager

Toward a shift of paradigm

Chapter 3

Rethinking Project Management in Denmark

Per Svejvig

Rethinking Project Management

Institutional concepts as mechanism for the rethinking process

Coexisting Logics and Future Ideas

Proposal for the Rethinking Process in Denmark

Why rethink?

What to rethink?

Who to rethink?

How to rethink?

Chapter 4

Projects and Company Development Effectiveness and Productivity

Main Findings

The Context of Company Development

Three development paradigms

A strategy implementation paradigm

A reactive paradigm

A self-organizing paradigm

Effectiveness and Productivity

Productivity

Waste

Project constipation

Lack of coordination

Effectiveness

Project Success

Discussion and implications

Strategic management

Organizational change and learning

Stakeholder management

Chapter 5

Projects and Company Development Orchestration and Energy

Orchestration: Managing Company Development

Four approaches to managing a group of development activities

Explicit rules for selecting activities

Development activities in competition

Forming development activities in coherent clusters

Dynamic coherence management

The four approaches summarized

Orchestration forms

Situational parameters

Implications of orchestration

To manage shifts in focus and paradigm.

Take note of different clockspeeds

To plan a course of actions and yet allow for improvisation

To use incidents as opportunities for initiating major changes

Connecting different time horizons

Mastering several working modes

Orchestration as a means to capture dynamics and complexity

Energy and Resources

Resources in the form of energy, drive and capability

Energy creators

Energy killers

Conclusion and Implications

Chapter 6

Organizing for the Unexpected: Project Organizing as Chains or Hubs?

Jesper Schlamovitz

Research Question

Organizing in Projects - Theory and other Research

The Organizing of "Oak Hill" and "The Hotel"

The construction of "Oak Hill" as a chain of unrelated sets

"The Hotel" film production as a dynamic hub

Comparison: A sequential chain versus a concentration of mutually dependent hubs

Unique creation versus standardized design

When Projects are Challenged by 'the Unexpected'

When quality becomes a question of stamps

The stunt scene that got out of hand

Summing up the Analytical Points

PM implications and lessons learned

Chapter 7

Conceptualizing Perceived Uncertainty in Project Work

Sabine Madsen &amp

Background

Unfavorable events

Incomplete knowledge

The individuals in the project group

The project group as a whole

Research Findings

Task Uncertainty

Social Uncertainty

Process Uncertainty

Individual Uncertainty

Discussion

Appendix A. The semi-structured interview guide

Appendix B. Overview of Interviewees

Chapter 8

SCRUM: A New Perspective on Project Management

Lene Pries-Heje &amp

What is Scrum?.

Research Method

Case 1: Scrum for Governance

Analysis, Coding and Core Story

Case 2: Crossing Borders

Case 3: Using Scrum in a Customer-Supplier relationship

Case 4: Using Scrum outside IT-projects

Comparative Analysis

Articulating work using Scrum

Coordinating work using Scrum

Building trust with Scrum

Chapter 9

The Use of Tools in Project Management and the Perceived Success Criteria of Projects

Peter G. Harboe, Karin Glavind &amp

Lisbeth Skytte

Sampling

The questionnaire

The definition and the use of the term "project"

Respondents' Background and Their Typical Projects

Results: Use of Tools

Differences between private and public organizations

Discussion on the use of tools

Results: Project Success Criteria

Discussion on the findings regarding success criteria

Conclusions

Limitations, Perspectives and Implications

Chapter 10

A Communications Approach to Teaching Project management

Constance E. Kampf

Introduction: Communication and Project management

Research Method: A Design Science Perspective

Connecting Product and Process in course design

Using Relevance, Design and Rigor Cycles for developing iterative assignments and course content

The Rigor Cycle: Core concepts constructing the knowledge base

Shifting the Focus from Projects to People

Project management as a form of solving problems combined with organizational development

(Re)imagining the triple constraint from a People Perspective

A situated approach

Designing a Knowledge Focused Project: The implications for project conception

The Design Cycle.

Understanding how Project management Documentation Tools not only control, but also shape the project

The design and feedback loop: Student Innovations and Assignment Iterations

Using knowledge management concepts to generate work content at three levels

The Relevance Cycle: Clients for providing

Using a Communications Approach to PM in the classroom

Chapter 11

Current trends and future directions

Peter G. Harboe, Sabine Madsen &amp

The Scandinavian take on project management

Uncertainty Management

The Human Perspective

Multiplicity in Practice

Multiplicity in Research

Multiplicity in Education

Concluding Remarks

References

Index.

Notes:

Description based upon print version of record.

Includes bibliographical references and index.

Description based on online resource; title from PDF title page (ebrary, viewed January 5, 2016).

ISBN:

87-593-1713-2

OCLC:

935248872