The metis of projects: how to remain cognizant of a project's (social) complexity
Saved in:
| Main Author: | |
|---|---|
| Format: | Electronic eBook |
| Language: | English |
| Published: |
Charlotte, NC
Information Age Publishing, Inc.
[2014]
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| Series: | Managing the complex
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| Subjects: | |
| Item Description: | Print version record |
| Physical Description: | 1 online resource (v, 209 pages) illustrations |
| ISBN: | 9781623967376 1623967376 |
Staff View
MARC
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| 245 | 1 | 0 | |a The metis of projects |b how to remain cognizant of a project's (social) complexity |c by Ben Berndt |
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| 505 | 8 | |a "The Metis of Projects" addresses veteran project manager Ben Berndt's unease with the use of established (project) management frameworks given their general inefficacy. Despite the use of these frameworks, it is estimated that some 30% of projects still fail because they deliver too late, cost more than expected and/or lack quality. Often, projects and their environments are too complex to be controlled by rather linear frameworks. Where most practitioners define complexity as "complicated," most academics define complexity (more correctly) as interrelatedness. In recent years, the academic community has developed several "level-of-complexity frameworks;" however, these frameworks are not commonly known to practitioners and are therefore not regularly used. And, when examined further, these frameworks appear to be merely environmental scans, used to assess the level of complexity in the project management environment. But projects also carry inherent complexity; they are socially complex, and it is this social complexity that-paradoxically-needs management. Combined with personality assessments, social network theory is used here to glean a better understanding of the social complexity in a project. Berndt believes that, following Hugo Letiche and Michael Lissack's emergent coherence concept, managers should steer clear of frameworks in order to come to grips with the complex, and so he introduces whole systems methodologies, in which group understanding is used to continually set a next step. Berndt concludes his study by describing his multi-view, multi-tool participative project management style, which he thinks best aligns with (managing) the complex"--The publisher | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Industrial Management |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Management |2 bisacsh | |
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Record in the Search Index
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|---|---|
| any_adam_object | |
| author | Berndt, Ben |
| author_facet | Berndt, Ben |
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| bvnumber | BV045345497 |
| collection | ZDB-4-ENC |
| contents | "The Metis of Projects" addresses veteran project manager Ben Berndt's unease with the use of established (project) management frameworks given their general inefficacy. Despite the use of these frameworks, it is estimated that some 30% of projects still fail because they deliver too late, cost more than expected and/or lack quality. Often, projects and their environments are too complex to be controlled by rather linear frameworks. Where most practitioners define complexity as "complicated," most academics define complexity (more correctly) as interrelatedness. In recent years, the academic community has developed several "level-of-complexity frameworks;" however, these frameworks are not commonly known to practitioners and are therefore not regularly used. And, when examined further, these frameworks appear to be merely environmental scans, used to assess the level of complexity in the project management environment. But projects also carry inherent complexity; they are socially complex, and it is this social complexity that-paradoxically-needs management. Combined with personality assessments, social network theory is used here to glean a better understanding of the social complexity in a project. Berndt believes that, following Hugo Letiche and Michael Lissack's emergent coherence concept, managers should steer clear of frameworks in order to come to grips with the complex, and so he introduces whole systems methodologies, in which group understanding is used to continually set a next step. Berndt concludes his study by describing his multi-view, multi-tool participative project management style, which he thinks best aligns with (managing) the complex"--The publisher |
| ctrlnum | (ZDB-4-ENC)ocn884343318 (OCoLC)884343318 (DE-599)BVBBV045345497 |
| dewey-full | 658.4/04 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/04 |
| dewey-search | 658.4/04 |
| dewey-sort | 3658.4 14 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | DE-604.BV045345497 |
| illustrated | Illustrated |
| indexdate | 2024-07-10T08:15:33Z |
| institution | BVB |
| isbn | 9781623967376 1623967376 |
| language | English |
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| series2 | Managing the complex |
| spelling | Berndt, Ben Verfasser aut The metis of projects how to remain cognizant of a project's (social) complexity by Ben Berndt Charlotte, NC Information Age Publishing, Inc. [2014] 2014 1 online resource (v, 209 pages) illustrations txt rdacontent c rdamedia cr rdacarrier Managing the complex Print version record "The Metis of Projects" addresses veteran project manager Ben Berndt's unease with the use of established (project) management frameworks given their general inefficacy. Despite the use of these frameworks, it is estimated that some 30% of projects still fail because they deliver too late, cost more than expected and/or lack quality. Often, projects and their environments are too complex to be controlled by rather linear frameworks. Where most practitioners define complexity as "complicated," most academics define complexity (more correctly) as interrelatedness. In recent years, the academic community has developed several "level-of-complexity frameworks;" however, these frameworks are not commonly known to practitioners and are therefore not regularly used. And, when examined further, these frameworks appear to be merely environmental scans, used to assess the level of complexity in the project management environment. But projects also carry inherent complexity; they are socially complex, and it is this social complexity that-paradoxically-needs management. Combined with personality assessments, social network theory is used here to glean a better understanding of the social complexity in a project. Berndt believes that, following Hugo Letiche and Michael Lissack's emergent coherence concept, managers should steer clear of frameworks in order to come to grips with the complex, and so he introduces whole systems methodologies, in which group understanding is used to continually set a next step. Berndt concludes his study by describing his multi-view, multi-tool participative project management style, which he thinks best aligns with (managing) the complex"--The publisher BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Project management fast Project management Project management Case studies 1\p (DE-588)4522595-3 Fallstudiensammlung gnd-content Erscheint auch als Druck-Ausgabe Berndt, Ben Metis of projects 9781623967352 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Berndt, Ben The metis of projects how to remain cognizant of a project's (social) complexity "The Metis of Projects" addresses veteran project manager Ben Berndt's unease with the use of established (project) management frameworks given their general inefficacy. Despite the use of these frameworks, it is estimated that some 30% of projects still fail because they deliver too late, cost more than expected and/or lack quality. Often, projects and their environments are too complex to be controlled by rather linear frameworks. Where most practitioners define complexity as "complicated," most academics define complexity (more correctly) as interrelatedness. In recent years, the academic community has developed several "level-of-complexity frameworks;" however, these frameworks are not commonly known to practitioners and are therefore not regularly used. And, when examined further, these frameworks appear to be merely environmental scans, used to assess the level of complexity in the project management environment. But projects also carry inherent complexity; they are socially complex, and it is this social complexity that-paradoxically-needs management. Combined with personality assessments, social network theory is used here to glean a better understanding of the social complexity in a project. Berndt believes that, following Hugo Letiche and Michael Lissack's emergent coherence concept, managers should steer clear of frameworks in order to come to grips with the complex, and so he introduces whole systems methodologies, in which group understanding is used to continually set a next step. Berndt concludes his study by describing his multi-view, multi-tool participative project management style, which he thinks best aligns with (managing) the complex"--The publisher BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Project management fast Project management Project management Case studies |
| subject_GND | (DE-588)4522595-3 |
| title | The metis of projects how to remain cognizant of a project's (social) complexity |
| title_auth | The metis of projects how to remain cognizant of a project's (social) complexity |
| title_exact_search | The metis of projects how to remain cognizant of a project's (social) complexity |
| title_full | The metis of projects how to remain cognizant of a project's (social) complexity by Ben Berndt |
| title_fullStr | The metis of projects how to remain cognizant of a project's (social) complexity by Ben Berndt |
| title_full_unstemmed | The metis of projects how to remain cognizant of a project's (social) complexity by Ben Berndt |
| title_short | The metis of projects |
| title_sort | the metis of projects how to remain cognizant of a project s social complexity |
| title_sub | how to remain cognizant of a project's (social) complexity |
| topic | BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Project management fast Project management Project management Case studies |
| topic_facet | BUSINESS & ECONOMICS / Industrial Management BUSINESS & ECONOMICS / Management BUSINESS & ECONOMICS / Management Science BUSINESS & ECONOMICS / Organizational Behavior Project management Project management Project management Case studies Fallstudiensammlung |
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