Project management handbook: agile – traditional – hybrid
Gespeichert in:
| Hauptverfasser: | , , , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Berlin
Springer
[2023]
|
| Ausgabe: | Second edition |
| Schriftenreihe: | Management for professionals
|
| Schlagworte: | |
| Online-Zugang: | Inhaltstext http://www.springer.com/ Inhaltsverzeichnis |
| Beschreibung: | This second, entirley revised edition of the "Project Management Handbook" is based on the fundamentals of the previous standard work and is aligned with the German 5th edition |
| Beschreibung: | xvii, 476 Seiten Illustrationen, Diagramme 23.5 cm x 15.5 cm, 901 g |
| ISBN: | 9783662662106 |
| ISSN: | 2192-8096 |
Internformat
MARC
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| 250 | |a Second edition | ||
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| 653 | |a Project competence | ||
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| 653 | |a Project methodology | ||
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Datensatz im Suchindex
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|---|---|
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Contents 1 Introduction. 1.1 Project Management, What for?. 1.1.1 The Taylor Tub. . 1.1.2 BANI Is the New WCA. 1.2 What are Projects?. 1.2.1 Project Characteristics. 1.2.2 Project Types. 1.2.3 Emergence of Projects. 1.3 What Is Project Management?. 1.3.1 Hierarchies in Project Management. 1.3.2 Dimensions in Project Management. 1.3.3 Principles of Procedure. 1.4 Process Models in Projects. 1.4.1 Agile Approach. 1.4.2 Traditional Approach: Phase Concept. 1.4.3 Hybrid Project Management. 1.4.4 Procedure in Change Projects. 1.4.5 Further Process Models. '. 1.4.6 Choice of a
Process Model: Traditional, Agile or Hybrid?. 1.5 Projects are Based on Teamwork. 1.5.1 Content: Working in the System. 1.5.2 Organisation and Relationship: Working on the System. 1.5.3 Interactions. 1.6 Projects are Social Systems. 1.6.1 Taylorism in our Heads. 1.6.2 Mechanistic and Systemic World View. 1.6.3 People and Teams Are Non-Trivial Systems. 1.6.4 Systemic Approach to Project Management. 1.7 Versatility and Creativity. 1.7.1 Versatility. 1.7.2 Creativity as a Surplus of Attention. 1 1 1 2 3 5 7 7 8 9 10 12 14 14 18 23 24 24 27 29 29 30 31 32 32 32 34 35 37 37 37 vii
Contents 1.7.3 Interplay Between Human, Field and Domain . . . 17 4 Framework Conditions for Creativity. 1.8 Standards and Certification Models in Project Management 1.8.1 IPMA: International Project Management Association. . 1.8.2 PMI: Project Management Institute. 1.8.3 PRINCE2. 1.8.4 Hennes. 1.8.5 Scrum Alliance. 1.8.6 DIN 69901 and ISO 21500. 1.9 Project Portfolio, Multi-Project and Programme Management. References. Further Readings. 2 Methodology. 2.1 Introduction. 2.1.1 Traditional, Agile and Hybrid. 2.1.2 Accuracy of Estimates. 2.1.3 Practical Examples. 54 2.2 Project Commissioning Phase. 56 2.2.1 What Is Important in the
Commissioning Phase?. 57 2.2.2 Project Factsheet. 59 2.2.3 Business Case. 60 2.2.4 Project Request. 60 2.2.5 Checklist Completion Project Commissioning. 61 2.3 Initialisation Phase. 61 2.3.1 What is Important in the Initialisation Phase?. 62 2.3.2 Setting Objectives. 66 2.3.3 Requirements, Requirements Engineering. 72 2.3.4 The Magic Triangle. 77 2.3.5 Stakeholder Management. 79 2.3.6 Project Marketing. 83 2.3.7 Risk Management. 84 2.3.8 Project Organisation, Roles, Committees. 91 2.3.9 Information Gathering and Situation Analysis. Ill 2.3.10 Project Structuring. Ц8 2.3.11 Project Order. 127 2.3.12 Project Manual, Project Management Plan. 128 2.3.13 Kick-Off. 129 2.3.14 Problem-
Solving Process. 130 2.3.15 Checklist Completion Initialisation Phase. 134 2.4 Concept Phase. 135 2.4.1 What Is Important in the Concept Phase?. 136 2.4.2 Product Goal (Product Concept). 2.4.3 Product Backlog. . .Հ .Հ
Contents ix 2.4.4 2.4.5 2.4.6 2.4.7 2.4.8 Release Plan. 142 Requirements Specification: Solution Concept. 143 Effort Estimation. 144 Schedule and Timetable. 149 Resource Deployment Plan and Resource Coordination. 157 2.4.9 Cost Plan. 160 2.4.10 Information, Communication, and Documentation. 162 2.4.11 Quality Management. 164 2.4.12 Checklist Completion Concept Phase. 166 2.5 Realisation Phase. 167 2.5.1 What Is Important in the Realisation Phase?. 167 2.5.2 Sprint Planning, Sprint Backlog. 169 2.5.3 Sprint Implementation, Daily Scrum. 172 2.5.4 Sprint Review. 173 2.5.5 Retrospective. 174 2.5.6 Project Controlling. 175 2.5.7 Deadline, Cost and Resource Control. 184 2.5.8 Project Changes, Change Request Management, Claim
Management. 188 2.5.9 Checklist Completion Realisation Phase. 193 2.6 Introduction Phase. 194 2.6.1 What Is Important in the Introduction Phase?. 194 2.6.2 Types of Introduction. 196 2.6.3 Acceptance and Commissioning. 197 2.6.4 User Training and Education. 198 2.6.5 Transfer to the Operational Organisation. 199 2.6.6 Project Completion. 200 2.6.7 Checklist Conclusion IntroductoryPhase. 202 2.7 Project Portfolio and Programme Management. 203 2.7.1 Project Portfolio and Multi-project Management. 203 2.7.2 Lean Portfolio Management. 214 2.7.3 Programme Management. 215 2.7.4 Project Management Office: PMO. 216 2.7.5 Project Management Handbook. 218 2.8 Creativity and Innovation. 219 2.8.1 What is the Difference?. 219 2.8.2 Finding Creative Solutions.
219 2.8.3 Evaluate and Decide on Solution Ideas. 228 2.8.4 Innovation Management. 232 2.9 Procurement. 234 2.9.1 Procurement Procedure in the Agile Approach. 234 2.9.2 Procurement Procedure in the Traditional Approach. 235 References. 240 Further Readings. 240
x 3 Contents 241 Human. 3.1 Competence Model. 241 3.2 Conditions for Good Performance. 242 3.3 Human Phenomenon. . 244 3.3.1 The Brain Is a Miracle. 244 3.3.2 Basic Needs Determine Our Lives. 247 3.3.3 Human Perception. 250 3.3.4 Awareness and Self-Reflection. 252 3.3.5 Trust. 253 3.3.6 Humour. 254 3.4 Culture and Values. 255 3.4.1 What Is Culture?. 255 3.4.2 Organisational Culture. 255 3.4.3 Project Culture. 256 3.4.4 Generations Y, Z, and Alpha in the World of Work. 258 3.4.5 Becoming Aware of One’s Own Cultural Imprint. 259 3.5 Stress and
Change. 259 3.5.1 Fight or Flight. 259 3.5.2 Psychological Stress. 260 3.5.3 Stress Traffic Light. 261 3.5.4 Stress Competence. 262 3.5.5 Life Means Change. 263 3.5.6 Personal Coping Strategies and Dilemmas. 263 3.5.7 Burnout. 264 3.6 Flow. 265 Motivation and Meaning. 267 3.7 3.7.1 Goal Orientation of the Human Being. 267 3.7.2 What Is Motivation?. 267 3.7.3 Meaning as an Intrinsic Motivator. 269 3.8 Self-Management. 271 3.8.1 Human Self-Efficacy. 272 3.8.2 Personal Competence Circle: Strengths and Weaknesses. 273 3.8.3 Time Management and Work Technique. 274 3.8.4
Resilience. 276 3.8.5 Dealing with Failure. 279 3.9 Personal Communication. 281 3.9.1 What Is Communication? 281 3.9.2 Axiom Theory. 282 3.9.3 Communication Square. . 282 3.9.4 Communication Cycle. . 285 3.9.5 Meta-Communication. . . 286 3.9.6 I and You Message. 287 3.9.7 Feedback. 288 3.9.8 Questioning Techniques. 293
Contents xi 3.10 Personal Development. 3.10.1 The Three Living Worlds. 3.10.2 Self-Knowledge. 3.10.3 Coaching. 3.10.4 Intervision. 3.10.5 Upside or Downside Strategy?. References. Further Readings. 296 297 298 304 306 307 307 308 4 Leadership. 4.1 Leadership and Cooperation. . 4.2 Leadership: What Is It?. 4.3 Different Forms of Leadership. 4.4 Leadership Styles and Models. 4.4.1 Directive Versus Delegative Leadership Style. 4.4.2 Situational Leadership Model. 4.4.3 Leadership Without Authority to Issue Directives. 4.4.4 Positive Leadership in Projects. 4.4.5 Tips for
Remote Leadership. 4.5 Self-organisation, Specific Characteristics in the Agile Project. 322 4.5.1 Principles and Requirements for Self-organisation. 4.5.2 What Does Self-organised and Agile Working Mean?. 322 4.5.3 How Does Self-direction and Leadership Work in Self-organisation?. 323 4.5.4 Decide on Procedures and Solutions in Their Own Competence. 324 4.5.5 Important Factors for Self-organisation to Succeed and Be Effective. 325 4.6 Leading with Goals. 4.6.1 Management by Objectives MbO. 4.6.2 Leading by Objectives and Key Results (Management by OKR). 4.7 Delegation. 4.7.1 Decision-MakingProcess in the Delegation. 4.7.2 Delegation as a Recurring Process in Project Management. 4.8 Task, Competence, Responsibility (TCR). 4.9 Power and
Authority. 4.9.1 Empowerment and Seizure: Power Is Based on Relationship. 334 4.9.2 Traditional Sources of Power. 4.9.3 Other Sources of Power in ProjectManagement. 4.9.4 Projects Always Need Borrowed Power. 309 309 310 312 313 315 315 317 319 321 322 327 327 328 330 330 331 333 334 335 336 337
Contents xi! Sources of Power: Between Person and Institution . 338 4.9.6 Authority. 4.10 Negotiation. 4.10.1 Negotiations in Project Management. 4.10.2 What is a Negotiation?. 4.10.3 Negotiation Cycle. j 4.10.4 Conducting a Negotiation According to the Harvard Concept. 348 4.11 Moderation. 4.11.1 Iceberg Model. 4.11.2 Phases of Moderation. 4.11.3 Responsibility and Competences of the Moderator. 4.11.4 Checklist for the Preparation of a Moderated Session. 353 4 12 Communicate Effectively with Virtual Teams. References. Further Readings. 340 - _ Teams. 5.1
Aspects of Teams and Groups. 5.1.1 What Distinguishes Teams from Working Groups?. . . . 5.1.2 Composition of the Project Team. 5.2 Dynamics in Teams. 5.2.1 Forming: Orientation. 5.2.2 Storming: Discussion. 5.2.3 Norming: Familiarity. 5.2.4 Performing: Working inthe System. 5.2.5 Adjourning: Farewell andSeparation. 5.2.6 Dynamics and Interaction. 5.3 Roles in the Project Organisation. 5.3.1 “Line-up” in Teams: Position and Role. 5.3.2 Role Carrier and Role Sender. 5.3.3 The Role as a Link Between Organisation and Person. 37! 5.4 Influencing Factors for Successful Cooperation. 5.4.1 Psychological Safety. 5.4.2 Positive Psychology and WhatDistinguishes High Performance Teams from Others. 5.4.3 Beibin Team Roles.
֊ 5.4.4 Radical Collaboration. 5.4.5 Multicultural Cooperation . 5.4.6 Organisational Constellations. 5.5 Change and Resistance. . 359 359 359 360 362 362 363 365 366 367 368 368 368 370 4.9.5 5 " 353 355 357 374 374 377 378 38! 383 388 392
xiii Contents 5.5.3 The Human Being and Change. 392 5.5.4 “Formula” of Change. 394 5.5.5 Readiness for Change in Organisations. 395 5.5.6 Psychology and Factual Logic in Projects. 395 5.5.7 Willingness to Shape and Cooperate. 396 5.5.8 Change Process Model. 397 5.5.9 Dealing with Resistance. 399 5.5.10 Procedure in Change Projects. 405 5.6 Conflict Management and Crises. 408 5.6.1 What Is Conflict?. 409 5.6.2 Origin and Symptom: The Systemic Phenomenon. 410 5.6.3 Conflict Syndrome. 413 5.6.4 Conflict Symptoms. 414 5.6.5 Potential of Conflicts. 415 5.6.6 Types of Conflict in Project Management. 415 5.6.7 Conflict Diagnosis. 423 5.6.8 Models for Conflict Diagnosis. 427 5.6.9 Conflict Resolution. 434 5.6.10 Conflict Resolution
Depending on the Type of Conflict. 443 5.6.11 Conflict Prevention . 451 5.6.12 Dealing with Crises. 453 5.7 Finally. 455 References. 455 Further Readings. 456 6 Reference List for the Individual Competence Baseline (ICB) from IPMA (International Project Management Association). 457 Index. 467 |
| adam_txt |
Contents 1 Introduction. 1.1 Project Management, What for?. 1.1.1 The Taylor Tub. . 1.1.2 BANI Is the New WCA. 1.2 What are Projects?. 1.2.1 Project Characteristics. 1.2.2 Project Types. 1.2.3 Emergence of Projects. 1.3 What Is Project Management?. 1.3.1 Hierarchies in Project Management. 1.3.2 Dimensions in Project Management. 1.3.3 Principles of Procedure. 1.4 Process Models in Projects. 1.4.1 Agile Approach. 1.4.2 Traditional Approach: Phase Concept. 1.4.3 Hybrid Project Management. 1.4.4 Procedure in Change Projects. 1.4.5 Further Process Models. '. 1.4.6 Choice of a
Process Model: Traditional, Agile or Hybrid?. 1.5 Projects are Based on Teamwork. 1.5.1 Content: Working in the System. 1.5.2 Organisation and Relationship: Working on the System. 1.5.3 Interactions. 1.6 Projects are Social Systems. 1.6.1 Taylorism in our Heads. 1.6.2 Mechanistic and Systemic World View. 1.6.3 People and Teams Are Non-Trivial Systems. 1.6.4 Systemic Approach to Project Management. 1.7 Versatility and Creativity. 1.7.1 Versatility. 1.7.2 Creativity as a Surplus of Attention. 1 1 1 2 3 5 7 7 8 9 10 12 14 14 18 23 24 24 27 29 29 30 31 32 32 32 34 35 37 37 37 vii
Contents 1.7.3 Interplay Between Human, Field and Domain . . . 17 4 Framework Conditions for Creativity. 1.8 Standards and Certification Models in Project Management 1.8.1 IPMA: International Project Management Association. . 1.8.2 PMI: Project Management Institute. 1.8.3 PRINCE2. 1.8.4 Hennes. 1.8.5 Scrum Alliance. 1.8.6 DIN 69901 and ISO 21500. 1.9 Project Portfolio, Multi-Project and Programme Management. References. Further Readings. 2 Methodology. 2.1 Introduction. 2.1.1 Traditional, Agile and Hybrid. 2.1.2 Accuracy of Estimates. 2.1.3 Practical Examples. 54 2.2 Project Commissioning Phase. 56 2.2.1 What Is Important in the
Commissioning Phase?. 57 2.2.2 Project Factsheet. 59 2.2.3 Business Case. 60 2.2.4 Project Request. 60 2.2.5 Checklist Completion Project Commissioning. 61 2.3 Initialisation Phase. 61 2.3.1 What is Important in the Initialisation Phase?. 62 2.3.2 Setting Objectives. 66 2.3.3 Requirements, Requirements Engineering. 72 2.3.4 The Magic Triangle. 77 2.3.5 Stakeholder Management. 79 2.3.6 Project Marketing. 83 2.3.7 Risk Management. 84 2.3.8 Project Organisation, Roles, Committees. 91 2.3.9 Information Gathering and Situation Analysis. Ill 2.3.10 Project Structuring. Ц8 2.3.11 Project Order. 127 2.3.12 Project Manual, Project Management Plan. 128 2.3.13 Kick-Off. 129 2.3.14 Problem-
Solving Process. 130 2.3.15 Checklist Completion Initialisation Phase. 134 2.4 Concept Phase. 135 2.4.1 What Is Important in the Concept Phase?. 136 2.4.2 Product Goal (Product Concept). 2.4.3 Product Backlog. . .Հ .Հ
Contents ix 2.4.4 2.4.5 2.4.6 2.4.7 2.4.8 Release Plan. 142 Requirements Specification: Solution Concept. 143 Effort Estimation. 144 Schedule and Timetable. 149 Resource Deployment Plan and Resource Coordination. 157 2.4.9 Cost Plan. 160 2.4.10 Information, Communication, and Documentation. 162 2.4.11 Quality Management. 164 2.4.12 Checklist Completion Concept Phase. 166 2.5 Realisation Phase. 167 2.5.1 What Is Important in the Realisation Phase?. 167 2.5.2 Sprint Planning, Sprint Backlog. 169 2.5.3 Sprint Implementation, Daily Scrum. 172 2.5.4 Sprint Review. 173 2.5.5 Retrospective. 174 2.5.6 Project Controlling. 175 2.5.7 Deadline, Cost and Resource Control. 184 2.5.8 Project Changes, Change Request Management, Claim
Management. 188 2.5.9 Checklist Completion Realisation Phase. 193 2.6 Introduction Phase. 194 2.6.1 What Is Important in the Introduction Phase?. 194 2.6.2 Types of Introduction. 196 2.6.3 Acceptance and Commissioning. 197 2.6.4 User Training and Education. 198 2.6.5 Transfer to the Operational Organisation. 199 2.6.6 Project Completion. 200 2.6.7 Checklist Conclusion IntroductoryPhase. 202 2.7 Project Portfolio and Programme Management. 203 2.7.1 Project Portfolio and Multi-project Management. 203 2.7.2 Lean Portfolio Management. 214 2.7.3 Programme Management. 215 2.7.4 Project Management Office: PMO. 216 2.7.5 Project Management Handbook. 218 2.8 Creativity and Innovation. 219 2.8.1 What is the Difference?. 219 2.8.2 Finding Creative Solutions.
219 2.8.3 Evaluate and Decide on Solution Ideas. 228 2.8.4 Innovation Management. 232 2.9 Procurement. 234 2.9.1 Procurement Procedure in the Agile Approach. 234 2.9.2 Procurement Procedure in the Traditional Approach. 235 References. 240 Further Readings. 240
x 3 Contents 241 Human. 3.1 Competence Model. 241 3.2 Conditions for Good Performance. 242 3.3 Human Phenomenon. . 244 3.3.1 The Brain Is a Miracle. 244 3.3.2 Basic Needs Determine Our Lives. 247 3.3.3 Human Perception. 250 3.3.4 Awareness and Self-Reflection. 252 3.3.5 Trust. 253 3.3.6 Humour. 254 3.4 Culture and Values. 255 3.4.1 What Is Culture?. 255 3.4.2 Organisational Culture. 255 3.4.3 Project Culture. 256 3.4.4 Generations Y, Z, and Alpha in the World of Work. 258 3.4.5 Becoming Aware of One’s Own Cultural Imprint. 259 3.5 Stress and
Change. 259 3.5.1 Fight or Flight. 259 3.5.2 Psychological Stress. 260 3.5.3 Stress Traffic Light. 261 3.5.4 Stress Competence. 262 3.5.5 Life Means Change. 263 3.5.6 Personal Coping Strategies and Dilemmas. 263 3.5.7 Burnout. 264 3.6 Flow. 265 Motivation and Meaning. 267 3.7 3.7.1 Goal Orientation of the Human Being. 267 3.7.2 What Is Motivation?. 267 3.7.3 Meaning as an Intrinsic Motivator. 269 3.8 Self-Management. 271 3.8.1 Human Self-Efficacy. 272 3.8.2 Personal Competence Circle: Strengths and Weaknesses. 273 3.8.3 Time Management and Work Technique. 274 3.8.4
Resilience. 276 3.8.5 Dealing with Failure. 279 3.9 Personal Communication. 281 3.9.1 What Is Communication? 281 3.9.2 Axiom Theory. 282 3.9.3 Communication Square. . 282 3.9.4 Communication Cycle. . 285 3.9.5 Meta-Communication. . . 286 3.9.6 I and You Message. 287 3.9.7 Feedback. 288 3.9.8 Questioning Techniques. 293
Contents xi 3.10 Personal Development. 3.10.1 The Three Living Worlds. 3.10.2 Self-Knowledge. 3.10.3 Coaching. 3.10.4 Intervision. 3.10.5 Upside or Downside Strategy?. References. Further Readings. 296 297 298 304 306 307 307 308 4 Leadership. 4.1 Leadership and Cooperation. . 4.2 Leadership: What Is It?. 4.3 Different Forms of Leadership. 4.4 Leadership Styles and Models. 4.4.1 Directive Versus Delegative Leadership Style. 4.4.2 Situational Leadership Model. 4.4.3 Leadership Without Authority to Issue Directives. 4.4.4 Positive Leadership in Projects. 4.4.5 Tips for
Remote Leadership. 4.5 Self-organisation, Specific Characteristics in the Agile Project. 322 4.5.1 Principles and Requirements for Self-organisation. 4.5.2 What Does Self-organised and Agile Working Mean?. 322 4.5.3 How Does Self-direction and Leadership Work in Self-organisation?. 323 4.5.4 Decide on Procedures and Solutions in Their Own Competence. 324 4.5.5 Important Factors for Self-organisation to Succeed and Be Effective. 325 4.6 Leading with Goals. 4.6.1 Management by Objectives MbO. 4.6.2 Leading by Objectives and Key Results (Management by OKR). 4.7 Delegation. 4.7.1 Decision-MakingProcess in the Delegation. 4.7.2 Delegation as a Recurring Process in Project Management. 4.8 Task, Competence, Responsibility (TCR). 4.9 Power and
Authority. 4.9.1 Empowerment and Seizure: Power Is Based on Relationship. 334 4.9.2 Traditional Sources of Power. 4.9.3 Other Sources of Power in ProjectManagement. 4.9.4 Projects Always Need Borrowed Power. 309 309 310 312 313 315 315 317 319 321 322 327 327 328 330 330 331 333 334 335 336 337
Contents xi! Sources of Power: Between Person and Institution . 338 4.9.6 Authority. 4.10 Negotiation. 4.10.1 Negotiations in Project Management. 4.10.2 What is a Negotiation?. 4.10.3 Negotiation Cycle. j 4.10.4 Conducting a Negotiation According to the Harvard Concept. 348 4.11 Moderation. 4.11.1 Iceberg Model. 4.11.2 Phases of Moderation. 4.11.3 Responsibility and Competences of the Moderator. 4.11.4 Checklist for the Preparation of a Moderated Session. 353 4 12 Communicate Effectively with Virtual Teams. References. Further Readings. 340 - _ Teams. 5.1
Aspects of Teams and Groups. 5.1.1 What Distinguishes Teams from Working Groups?. . . . 5.1.2 Composition of the Project Team. 5.2 Dynamics in Teams. 5.2.1 Forming: Orientation. 5.2.2 Storming: Discussion. 5.2.3 Norming: Familiarity. 5.2.4 Performing: Working inthe System. 5.2.5 Adjourning: Farewell andSeparation. 5.2.6 Dynamics and Interaction. 5.3 Roles in the Project Organisation. 5.3.1 “Line-up” in Teams: Position and Role. 5.3.2 Role Carrier and Role Sender. 5.3.3 The Role as a Link Between Organisation and Person. 37! 5.4 Influencing Factors for Successful Cooperation. 5.4.1 Psychological Safety. 5.4.2 Positive Psychology and WhatDistinguishes High Performance Teams from Others. 5.4.3 Beibin Team Roles.
֊ 5.4.4 Radical Collaboration. 5.4.5 Multicultural Cooperation . 5.4.6 Organisational Constellations. 5.5 Change and Resistance. . 359 359 359 360 362 362 363 365 366 367 368 368 368 370 4.9.5 5 " 353 355 357 374 374 377 378 38! 383 388 392
xiii Contents 5.5.3 The Human Being and Change. 392 5.5.4 “Formula” of Change. 394 5.5.5 Readiness for Change in Organisations. 395 5.5.6 Psychology and Factual Logic in Projects. 395 5.5.7 Willingness to Shape and Cooperate. 396 5.5.8 Change Process Model. 397 5.5.9 Dealing with Resistance. 399 5.5.10 Procedure in Change Projects. 405 5.6 Conflict Management and Crises. 408 5.6.1 What Is Conflict?. 409 5.6.2 Origin and Symptom: The Systemic Phenomenon. 410 5.6.3 Conflict Syndrome. 413 5.6.4 Conflict Symptoms. 414 5.6.5 Potential of Conflicts. 415 5.6.6 Types of Conflict in Project Management. 415 5.6.7 Conflict Diagnosis. 423 5.6.8 Models for Conflict Diagnosis. 427 5.6.9 Conflict Resolution. 434 5.6.10 Conflict Resolution
Depending on the Type of Conflict. 443 5.6.11 Conflict Prevention . 451 5.6.12 Dealing with Crises. 453 5.7 Finally. 455 References. 455 Further Readings. 456 6 Reference List for the Individual Competence Baseline (ICB) from IPMA (International Project Management Association). 457 Index. 467 |
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| author | Kuster, Jürg 1958- Bachmann, Christian Hubmann, Mike Lippmann, Robert Schneider, Patrick 1973- |
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| author_variant | j k jk c b cb m h mh r l rl p s ps |
| building | Verbundindex |
| bvnumber | BV048817959 |
| classification_rvk | QP 360 |
| ctrlnum | (OCoLC)1343885934 (DE-599)DNB1266629297 |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | Second edition |
| format | Book |
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| id | DE-604.BV048817959 |
| illustrated | Illustrated |
| index_date | 2024-07-03T21:32:13Z |
| indexdate | 2024-12-09T13:07:43Z |
| institution | BVB |
| institution_GND | (DE-588)1065168780 |
| isbn | 9783662662106 |
| issn | 2192-8096 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034083744 |
| oclc_num | 1343885934 |
| open_access_boolean | |
| owner | DE-473 DE-BY-UBG DE-355 DE-BY-UBR |
| owner_facet | DE-473 DE-BY-UBG DE-355 DE-BY-UBR |
| physical | xvii, 476 Seiten Illustrationen, Diagramme 23.5 cm x 15.5 cm, 901 g |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Springer |
| record_format | marc |
| series2 | Management for professionals |
| spelling | Kuster, Jürg 1958- Verfasser (DE-588)113801300 aut Handbuch Projektmanagement Project management handbook agile – traditional – hybrid Jürg Kuster, Christian Bachmann, Mike Hubmann, Robert Lippmann, Patrick Schneider Second edition Berlin Springer [2023] © 2023 xvii, 476 Seiten Illustrationen, Diagramme 23.5 cm x 15.5 cm, 901 g txt rdacontent n rdamedia nc rdacarrier Management for professionals 2192-8096 This second, entirley revised edition of the "Project Management Handbook" is based on the fundamentals of the previous standard work and is aligned with the German 5th edition Projektmanagement (DE-588)4047441-0 gnd rswk-swf Wirtschaftswissenschaften (DE-588)4066528-8 gnd rswk-swf International Project Management Association Project competence Project excellence Project management Project manager Project methodology Engineering Economics Wirtschaftswissenschaften (DE-588)4066528-8 s Projektmanagement (DE-588)4047441-0 s DE-604 Bachmann, Christian Verfasser (DE-588)1283496461 aut Hubmann, Mike Verfasser (DE-588)1283871963 aut Lippmann, Robert Verfasser (DE-588)1015783813 aut Schneider, Patrick 1973- Verfasser (DE-588)1187287059 aut Springer-Verlag GmbH (DE-588)1065168780 pbl Erscheint auch als Online-Ausgabe 978-3-662-66211-3 X:MVB text/html http://deposit.dnb.de/cgi-bin/dokserv?id=c55fde3a83ed43aeb93bc728a67ffc2b&prov=M&dok_var=1&dok_ext=htm Inhaltstext X:MVB http://www.springer.com/ Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034083744&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p vlb 20220830 DE-101 https://d-nb.info/provenance/plan#vlb |
| spellingShingle | Kuster, Jürg 1958- Bachmann, Christian Hubmann, Mike Lippmann, Robert Schneider, Patrick 1973- Project management handbook agile – traditional – hybrid Projektmanagement (DE-588)4047441-0 gnd Wirtschaftswissenschaften (DE-588)4066528-8 gnd |
| subject_GND | (DE-588)4047441-0 (DE-588)4066528-8 |
| title | Project management handbook agile – traditional – hybrid |
| title_alt | Handbuch Projektmanagement |
| title_auth | Project management handbook agile – traditional – hybrid |
| title_exact_search | Project management handbook agile – traditional – hybrid |
| title_exact_search_txtP | Project management handbook agile – traditional – hybrid |
| title_full | Project management handbook agile – traditional – hybrid Jürg Kuster, Christian Bachmann, Mike Hubmann, Robert Lippmann, Patrick Schneider |
| title_fullStr | Project management handbook agile – traditional – hybrid Jürg Kuster, Christian Bachmann, Mike Hubmann, Robert Lippmann, Patrick Schneider |
| title_full_unstemmed | Project management handbook agile – traditional – hybrid Jürg Kuster, Christian Bachmann, Mike Hubmann, Robert Lippmann, Patrick Schneider |
| title_short | Project management handbook |
| title_sort | project management handbook agile traditional hybrid |
| title_sub | agile – traditional – hybrid |
| topic | Projektmanagement (DE-588)4047441-0 gnd Wirtschaftswissenschaften (DE-588)4066528-8 gnd |
| topic_facet | Projektmanagement Wirtschaftswissenschaften |
| url | http://deposit.dnb.de/cgi-bin/dokserv?id=c55fde3a83ed43aeb93bc728a67ffc2b&prov=M&dok_var=1&dok_ext=htm http://www.springer.com/ http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034083744&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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