The handbook of project management:
"This practice-oriented handbook presents practitioners and students with a comprehensive overview of the essential knowledge and current best practice in project management. It includes the most up-to-date thinking in the discipline, describing recent developments in a way that practitioners c...
Gespeichert in:
| Weitere Verfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London ; New York
Routledge
2024
|
| Ausgabe: | Sixth edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Zusammenfassung: | "This practice-oriented handbook presents practitioners and students with a comprehensive overview of the essential knowledge and current best practice in project management. It includes the most up-to-date thinking in the discipline, describing recent developments in a way that practitioners can immediately use in their work. The Handbook of Project Management was the first "APM Body of Knowledge Approved" title for the Association for Project Management. Over the course of six editions, the Handbook of Project Management has become the definitive desk reference for project management practitioners. The team of expert contributors, selected to introduce the reader to the knowledge and skills required to manage projects, includes many of the most experienced and highly regarded international writers and practitioners. The book is divided into six parts: Projects; Performance; Process; People, Portfolio; and Perspectives. Including over 25 completely new chapters, this sixth edition provides a fully up-to-date encyclopaedia for the discipline and profession of project management. The book will be of use to all project management practitioners, from those starting out in the profession to people with advanced experience. It is also highly relevant to students, with earlier editions being used as a set or recommended text on Masters' courses in project management"-- |
| Beschreibung: | li, 614 Seiten Illustrationen, Diagramme |
| ISBN: | 9781032227634 9781032227627 |
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| 520 | 3 | |a "This practice-oriented handbook presents practitioners and students with a comprehensive overview of the essential knowledge and current best practice in project management. It includes the most up-to-date thinking in the discipline, describing recent developments in a way that practitioners can immediately use in their work. The Handbook of Project Management was the first "APM Body of Knowledge Approved" title for the Association for Project Management. Over the course of six editions, the Handbook of Project Management has become the definitive desk reference for project management practitioners. The team of expert contributors, selected to introduce the reader to the knowledge and skills required to manage projects, includes many of the most experienced and highly regarded international writers and practitioners. The book is divided into six parts: Projects; Performance; Process; People, Portfolio; and Perspectives. Including over 25 completely new chapters, this sixth edition provides a fully up-to-date encyclopaedia for the discipline and profession of project management. The book will be of use to all project management practitioners, from those starting out in the profession to people with advanced experience. It is also highly relevant to students, with earlier editions being used as a set or recommended text on Masters' courses in project management"-- | |
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Datensatz im Suchindex
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Contents List of figures List of tables xxiv xxviii Notes on contributors xxxi Foreword xlvii Preface 1 A handbook for project management practitioners I 1 Martina Huemann and Rodney Turner Part I 2 The relevance of projects 1 Engagement between research and practice 1 The six parts of the handbook 2 Invitation 7 References and further reading 7 Projects Projects and their management 9 12 Rodney Turner and Martina Huemann Introduction 12 Projects 12
Contents 3 Management and governance 22 Conclusion 24 References and further reading 24 Linking strategy and projects through strategic initiatives 27 Vadake K. Narayanan 4 Introduction 27 Strategic initiatives: what are they? 29 Key differences between strategy, strategic initiatives and projects '* 30 The tasks to be performed in a strategic initiative 33 Senior management 33 Leaders of strategic initiatives 35 Role of human resource development in strategic initiatives 39 Conclusion 40 References and further reading 40 Project success 42 Jeffrey Pinto and Lavagnon Ika 5 Introduction 42 Our evolving understanding of success 44 Stakeholders matter 45 Current and unresolved challenges 50 Suggestions when managing for success 53 Conclusion 54 References and further reading 55 Managing project complexity 58 Rodney Turner and Martina Huemann 58 Introduction viii
Contents 6 Complexity on projects 58 Technical complexity 59 Socio-political complexity 60 Organizational complexity 60 Temporal complexity 61 Financial complexity 61 Legal complexity 62 Relative occurrence 62 Uncertainty 63 Planning under uncertainty 66 Megaprojects 68 Conclusion 71 References and further reading 72 Auditing projects and programs 74 Martina Huemann Part II 7 Introduction 74 Project auditing 75 Project management auditing 77 Auditing for the governance of projects 87 Conclusion 89 References and further reading 90 Performance 91 Measuring project performance 97 Ossi Pesämaa Introduction 97 Project performance is not always linear 98 ix
Contents 8 What is project performance? 98 Conceptual assumptions of project performance 99 Measuring project performance quantitatively and qualitatively 100 Diagnostics of quantitative and qualitative project performance measures - 104 Implications for project performance measures 107 Conclusion 108 References and further reading 108 Managing requirements, scope and configuration 109 Hemanta Doloi 9 Introduction 109 Managing requirements in the project 110 Scope definition 111 Current best practices 114 Scope management process 117 Managing scope configuration 121 References and further reading 124 Project organization 126 Rodney Turner and Martina Huemann Introduction 126 Social representation 127 Identity 130 Institutional theory 131 Defining responsibility 132 Five project organization types 133 Contemporary design elements 135 X
Contents 10 Conclusion 137 References and further reading 137 Project owner organizations 139 Graham Μ. Winch 11 Introduction 139 The generic project owner business model 140 Defining the project mission 141 Designing the governance and commercial interfaces 143 From outputs to outcomes: achieving the projectmission 145 Owner capabilities 147 A note on delivery partners 149 Conclusion 149 References and further reading 150 Managing business case and benefits realization 151 Jack Meredith and Ofer Zwikael Introduction 151 The project owner 153 What does a successfulproject look like? 155 The business case 158 Benefits realization 161 Conclusion 163 References and further 12 reading Managing value in projects 163 165 Miia Martinsuo Introduction 165 Making the project value proposition 167 xi
Contents 13 Managing the value streams in project operations 169 Delivering the value outcomes 170 Conclusion 172 References and further reading 173 Managing integrated project delivery 175 Derek Walker and Beverley Lloyd-Walker 14 Introduction 175 Characteristics 178 Knowledge, ski I Is,'attitudes, and experience 180 Performance frameworks 182 Conclusion 183 Note 184 References and further reading 184 Data analytics in managing projects 187 Eleni Papadonikolaki and Carlos Galera-Zarco Introduction 187 From information to data 189 Data in PM 190 Data analytics 191 Scheduling 193 Cost management 194 Project monitoring and control 195 Risk management 196 Lessons learned 198 Challenges and opportunities 198 Conclusion 200 References and further reading 201 xii
Contents 15 Managing digital projects infrastructure 203 Jennifer Whyte and AH Eshraghi 16 Introduction 203 Background 204 Six lessons for project managers 207 Conclusion 209 References and further reading 210 Managing project risk 213 David Hillson 17 Introduction 213 What is risk? 215 Typical risk management process 217 Other approaches 222 Risk and people 225 Conclusion 227 References and further reading 228 Managing project crisis 230 Christine Unterhitzen berger Introduction 230 A project crisis 231 The origins and nature of crises inprojects 232 Managing a project crisis 234 The role of resilience in managing aproject crisis 236 Conclusion 237 Note 238 References and further reading 238 xiii
Contents 18 Sustainable project management 239 Gilbert Silvius, Ron Schipper and Martina Huemann Introduction 239 Sustainability and responsibility 240 Integrating sustainability in project management 242 Instruments for assessing project sustainability 249 Conclusion 251 References and further reading 252 Partill 19 255 Process Managing the process 258 Martina Huemann and Rodney Turner 20 Introduction 258 The investment process 260 The delivery process 264 The project management process 265 Conclusion 266 References and further reading 267 Feasibility and planning 268 Marian Bosch-Rekveldt, Hans Bakker and Marcel Hertogh Introduction 268 Illustrating the problem 269 Towards a more flexible approach 271 More flexible ways in planning 274 Conclusion 276 References and further reading xiv 277
Contents 21 Design Thinking in projects 279 Ruth Christine Lechler, Martina Huemann, and Patrick Lehner 22 Introduction 279 A process 280 A mindset 282 An adaptive project approach 284 A toolbox 286 Benefits and challenges 289 Conclusion 291 References and further reading 292 Predictive, adaptive and hybrid project approaches 293 Dagmar Silvius-Zuchi and Gilbert Silvius 23 Introduction 293 Characteristics of predictive and adaptive project approaches 295 Applicability of predictive and adaptive project approaches 301 Characteristics of hybrid project approaches 305 Sequential hybrid approach 306 Implications of hybrid project approaches 310 Conclusion 316 References and further reading 317 Scenario planning 319 Rodney Turner Introduction 319 Scenario planning 320 Method 321 XV
Contents Future perfect planning 323 Influencing factors 325 Conclusion 328 References and further reading 328 Part IV 24 People 331 The project manager 336 Lynn Crawford. 25 Introduction 336 Authority and accountability 336 What project managers do 337 Becoming a project manager 342 Characteristics of effective project managers 344 Different project contexts 345 Conclusion 347 References and further reading 348 The project sponsor 349 Lynn Crawford Introduction 349 Governance 350 Support 351 What project sponsors do 353 Effective project sponsorship 353 Situational sponsorship 355 The project sponsor and the project manager 357 Developing project sponsors 358 Conclusion 359 References and further reading 359 XV i
Contents 26 The project team 361 Reinhard Wagner 27 Introduction 361 What drives people to work in project teams 362 The role of teams in realizing projects 363 Team development in projects 365 Leadership and self-organization 367 Conclusion 370 References and further reading 370 Engaging project stakeholders 372 Pernille Eskerod and Martina Huemann 28 Introduction 372 Mindset 375 Processes 378 Methods 380 Roles 389 Conclusion 390 References and further reading 390 Project leadership model 392 Natalya Sergeeva, Graham Μ, Winch, and Eunice Maytorena-Sanchez Introduction The Project Leadership 392 Model 392 Narratives and narrating as fundamental in leading projects 398 Conclusion 401 References and further reading 402 xvii
Contents 29 404 Balanced leadership Ralf Müller 30 Introduction 404 Leadership approaches 406 Balanced leadership 410 Coordination through the socio-cognitive space 413 Conclusion 414 References and further reading 414 Motivation of young project professionals 416 Martina Huemann and Ruth Christine Lechler 31 Introduction 416 Motivation 417 Why young professionalswork on projects 417 Motivation in context 419 Practical implications 421 Conclusion 422 References and further reading 423 Managing diversity 424 Anna Y. Khodijah Introduction 424 Diversity in projects 425 Cultural diversity in projects 426 Practices to manage diversity in projects 431 Conclusion 433 References and further reading 434 xviii
Contents 32 435 Behavioral bias Bent Flyvbjerg 33 Introduction 435 Strategic misrepresentation 436 Optimism bias 440 Uniqueness bias 441 The planning fallacy 444 Overconfidence bias 445 The base-rate fallacy 447 Conclusion 448 References and further reading 449 Ethics 451 Darren Datcher Introduction 451 What is ethics? 453 Do we have a problem with ethics? 453 Ethics as a clash of systems 455 Personal ethics 456 Collective ethics 458 Professional ethics and the role of responsibility 460 Developing your code of ethics 462 Conclusion 463 References and further reading 465 xix
Contents Part V 34 Portfolio Managing programs 467 471 Harvey Maylor and Ruth Murray-Webster 35 Introduction 471 What is a program and does it matter? 472 Programs as systems of work 476 What are program managers concerned with? 478 Program managers 482 Conclusion 482 References and further reading 484 Managing project portfolios 485 Hans Georg Gemünden and Alexander Kock 36 Introduction 485 Objectives 486 Challenges 487 Structures 489 Practices 490 Enhancing innovation 493 Coping with risk 494 Conclusion 496 References and further reading 497 Managing project sequences 499 Hans Georg Gemünden and Alexander Kock Introduction 499 Goals 502 Challenges 504
Contents 37 Principles 507 Conclusion 509 References and further reading 509 Machine learning in project portfolio selection 511 Costanza Mariani and Mauro Mancini 38 Introduction 511 Project portfolio selection 512 Machine learning 516 Applying machine learning for project prioritization 520 Conclusion 523 References and further reading 525 Organizational project management 527 Shankar Sankaran 39 Introduction 527 The seven-layer model 528 Assessing 0PM capability 535 Conclusion 535 Acknowledgements 535 References and further reading 535 The project-oriented organization 537 Martina Huemann Introduction 537 Project-based or project-oriented? 538 Managing by projects 540 Temporary and permanent structures 541 Project-oriented culture 544 xxi
Contents 40 Human resource management 546 Project careers and career paths 547 Conclusion 549 References and further reading 550 The governance of projects 552 Ralf Muller 41 Introduction 552 Intra-organizational governance of projects 554 Governance of intèr-organizational networks for projects 560 Conclusion 565 References and further reading 565 The PMO 567 Monique Aubry Introduction 567 The PMO toolbox 568 PMO design fundamentals 571 Conclusion 579 Acknowledgments 579 References and further reading 579 Part VI 42 581 Perspectives Projectification of society 583 Yvonne Schoper and Helgi Thor Ingason Introduction 583 Why are there more and more projects? 584 Evidence of projectification in economies 586 Lights and shadows of projectification 588 xxii
Contents 43 Conclusion 590 References and further reading 592 Quality of life in smart cities 593 Beverly Pasian and Aaron Shenhar 44 Introduction 593 What makes a city smart? 594 What is a smart city project? 596 Smart city project stakeholders 598 Bilbao: an example of robust citizen engagement 605 Principles of engagement 607 Conclusion 608 References and further reading 608 A reflection 610 Rodney Turner Introduction 610 Systems versus process 610 Delivering value versus the triple constraint 611 Flexibility versus control 613 References and further reading 614 xxiii |
| adam_txt |
Contents List of figures List of tables xxiv xxviii Notes on contributors xxxi Foreword xlvii Preface 1 A handbook for project management practitioners I 1 Martina Huemann and Rodney Turner Part I 2 The relevance of projects 1 Engagement between research and practice 1 The six parts of the handbook 2 Invitation 7 References and further reading 7 Projects Projects and their management 9 12 Rodney Turner and Martina Huemann Introduction 12 Projects 12
Contents 3 Management and governance 22 Conclusion 24 References and further reading 24 Linking strategy and projects through strategic initiatives 27 Vadake K. Narayanan 4 Introduction 27 Strategic initiatives: what are they? 29 Key differences between strategy, strategic initiatives and projects '* 30 The tasks to be performed in a strategic initiative 33 Senior management 33 Leaders of strategic initiatives 35 Role of human resource development in strategic initiatives 39 Conclusion 40 References and further reading 40 Project success 42 Jeffrey Pinto and Lavagnon Ika 5 Introduction 42 Our evolving understanding of success 44 Stakeholders matter 45 Current and unresolved challenges 50 Suggestions when managing for success 53 Conclusion 54 References and further reading 55 Managing project complexity 58 Rodney Turner and Martina Huemann 58 Introduction viii
Contents 6 Complexity on projects 58 Technical complexity 59 Socio-political complexity 60 Organizational complexity 60 Temporal complexity 61 Financial complexity 61 Legal complexity 62 Relative occurrence 62 Uncertainty 63 Planning under uncertainty 66 Megaprojects 68 Conclusion 71 References and further reading 72 Auditing projects and programs 74 Martina Huemann Part II 7 Introduction 74 Project auditing 75 Project management auditing 77 Auditing for the governance of projects 87 Conclusion 89 References and further reading 90 Performance 91 Measuring project performance 97 Ossi Pesämaa Introduction 97 Project performance is not always linear 98 ix
Contents 8 What is project performance? 98 Conceptual assumptions of project performance 99 Measuring project performance quantitatively and qualitatively 100 Diagnostics of quantitative and qualitative project performance measures - 104 Implications for project performance measures 107 Conclusion 108 References and further reading 108 Managing requirements, scope and configuration 109 Hemanta Doloi 9 Introduction 109 Managing requirements in the project 110 Scope definition 111 Current best practices 114 Scope management process 117 Managing scope configuration 121 References and further reading 124 Project organization 126 Rodney Turner and Martina Huemann Introduction 126 Social representation 127 Identity 130 Institutional theory 131 Defining responsibility 132 Five project organization types 133 Contemporary design elements 135 X
Contents 10 Conclusion 137 References and further reading 137 Project owner organizations 139 Graham Μ. Winch 11 Introduction 139 The generic project owner business model 140 Defining the project mission 141 Designing the governance and commercial interfaces 143 From outputs to outcomes: achieving the projectmission 145 Owner capabilities 147 A note on delivery partners 149 Conclusion 149 References and further reading 150 Managing business case and benefits realization 151 Jack Meredith and Ofer Zwikael Introduction 151 The project owner 153 What does a successfulproject look like? 155 The business case 158 Benefits realization 161 Conclusion 163 References and further 12 reading Managing value in projects 163 165 Miia Martinsuo Introduction 165 Making the project value proposition 167 xi
Contents 13 Managing the value streams in project operations 169 Delivering the value outcomes 170 Conclusion 172 References and further reading 173 Managing integrated project delivery 175 Derek Walker and Beverley Lloyd-Walker 14 Introduction 175 Characteristics 178 Knowledge, ski I Is,'attitudes, and experience 180 Performance frameworks 182 Conclusion 183 Note 184 References and further reading 184 Data analytics in managing projects 187 Eleni Papadonikolaki and Carlos Galera-Zarco Introduction 187 From information to data 189 Data in PM 190 Data analytics 191 Scheduling 193 Cost management 194 Project monitoring and control 195 Risk management 196 Lessons learned 198 Challenges and opportunities 198 Conclusion 200 References and further reading 201 xii
Contents 15 Managing digital projects infrastructure 203 Jennifer Whyte and AH Eshraghi 16 Introduction 203 Background 204 Six lessons for project managers 207 Conclusion 209 References and further reading 210 Managing project risk 213 David Hillson 17 Introduction 213 What is risk? 215 Typical risk management process 217 Other approaches 222 Risk and people 225 Conclusion 227 References and further reading 228 Managing project crisis 230 Christine Unterhitzen berger Introduction 230 A project crisis 231 The origins and nature of crises inprojects 232 Managing a project crisis 234 The role of resilience in managing aproject crisis 236 Conclusion 237 Note 238 References and further reading 238 xiii
Contents 18 Sustainable project management 239 Gilbert Silvius, Ron Schipper and Martina Huemann Introduction 239 Sustainability and responsibility 240 Integrating sustainability in project management 242 Instruments for assessing project sustainability 249 Conclusion 251 References and further reading 252 Partill 19 255 Process Managing the process 258 Martina Huemann and Rodney Turner 20 Introduction 258 The investment process 260 The delivery process 264 The project management process 265 Conclusion 266 References and further reading 267 Feasibility and planning 268 Marian Bosch-Rekveldt, Hans Bakker and Marcel Hertogh Introduction 268 Illustrating the problem 269 Towards a more flexible approach 271 More flexible ways in planning 274 Conclusion 276 References and further reading xiv 277
Contents 21 Design Thinking in projects 279 Ruth Christine Lechler, Martina Huemann, and Patrick Lehner 22 Introduction 279 A process 280 A mindset 282 An adaptive project approach 284 A toolbox 286 Benefits and challenges 289 Conclusion 291 References and further reading 292 Predictive, adaptive and hybrid project approaches 293 Dagmar Silvius-Zuchi and Gilbert Silvius 23 Introduction 293 Characteristics of predictive and adaptive project approaches 295 Applicability of predictive and adaptive project approaches 301 Characteristics of hybrid project approaches 305 Sequential hybrid approach 306 Implications of hybrid project approaches 310 Conclusion 316 References and further reading 317 Scenario planning 319 Rodney Turner Introduction 319 Scenario planning 320 Method 321 XV
Contents Future perfect planning 323 Influencing factors 325 Conclusion 328 References and further reading 328 Part IV 24 People 331 The project manager 336 Lynn Crawford. 25 Introduction 336 Authority and accountability 336 What project managers do 337 Becoming a project manager 342 Characteristics of effective project managers 344 Different project contexts 345 Conclusion 347 References and further reading 348 The project sponsor 349 Lynn Crawford Introduction 349 Governance 350 Support 351 What project sponsors do 353 Effective project sponsorship 353 Situational sponsorship 355 The project sponsor and the project manager 357 Developing project sponsors 358 Conclusion 359 References and further reading 359 XV i
Contents 26 The project team 361 Reinhard Wagner 27 Introduction 361 What drives people to work in project teams 362 The role of teams in realizing projects 363 Team development in projects 365 Leadership and self-organization 367 Conclusion 370 References and further reading 370 Engaging project stakeholders 372 Pernille Eskerod and Martina Huemann 28 Introduction 372 Mindset 375 Processes 378 Methods 380 Roles 389 Conclusion 390 References and further reading 390 Project leadership model 392 Natalya Sergeeva, Graham Μ, Winch, and Eunice Maytorena-Sanchez Introduction The Project Leadership 392 Model 392 Narratives and narrating as fundamental in leading projects 398 Conclusion 401 References and further reading 402 xvii
Contents 29 404 Balanced leadership Ralf Müller 30 Introduction 404 Leadership approaches 406 Balanced leadership 410 Coordination through the socio-cognitive space 413 Conclusion 414 References and further reading 414 Motivation of young project professionals 416 Martina Huemann and Ruth Christine Lechler 31 Introduction 416 Motivation 417 Why young professionalswork on projects 417 Motivation in context 419 Practical implications 421 Conclusion 422 References and further reading 423 Managing diversity 424 Anna Y. Khodijah Introduction 424 Diversity in projects 425 Cultural diversity in projects 426 Practices to manage diversity in projects 431 Conclusion 433 References and further reading 434 xviii
Contents 32 435 Behavioral bias Bent Flyvbjerg 33 Introduction 435 Strategic misrepresentation 436 Optimism bias 440 Uniqueness bias 441 The planning fallacy 444 Overconfidence bias 445 The base-rate fallacy 447 Conclusion 448 References and further reading 449 Ethics 451 Darren Datcher Introduction 451 What is ethics? 453 Do we have a problem with ethics? 453 Ethics as a clash of systems 455 Personal ethics 456 Collective ethics 458 Professional ethics and the role of responsibility 460 Developing your code of ethics 462 Conclusion 463 References and further reading 465 xix
Contents Part V 34 Portfolio Managing programs 467 471 Harvey Maylor and Ruth Murray-Webster 35 Introduction 471 What is a program and does it matter? 472 Programs as systems of work 476 What are program managers concerned with? 478 Program managers 482 Conclusion 482 References and further reading 484 Managing project portfolios 485 Hans Georg Gemünden and Alexander Kock 36 Introduction 485 Objectives 486 Challenges 487 Structures 489 Practices 490 Enhancing innovation 493 Coping with risk 494 Conclusion 496 References and further reading 497 Managing project sequences 499 Hans Georg Gemünden and Alexander Kock Introduction 499 Goals 502 Challenges 504
Contents 37 Principles 507 Conclusion 509 References and further reading 509 Machine learning in project portfolio selection 511 Costanza Mariani and Mauro Mancini 38 Introduction 511 Project portfolio selection 512 Machine learning 516 Applying machine learning for project prioritization 520 Conclusion 523 References and further reading 525 Organizational project management 527 Shankar Sankaran 39 Introduction 527 The seven-layer model 528 Assessing 0PM capability 535 Conclusion 535 Acknowledgements 535 References and further reading 535 The project-oriented organization 537 Martina Huemann Introduction 537 Project-based or project-oriented? 538 Managing by projects 540 Temporary and permanent structures 541 Project-oriented culture 544 xxi
Contents 40 Human resource management 546 Project careers and career paths 547 Conclusion 549 References and further reading 550 The governance of projects 552 Ralf Muller 41 Introduction 552 Intra-organizational governance of projects 554 Governance of intèr-organizational networks for projects 560 Conclusion 565 References and further reading 565 The PMO 567 Monique Aubry Introduction 567 The PMO toolbox 568 PMO design fundamentals 571 Conclusion 579 Acknowledgments 579 References and further reading 579 Part VI 42 581 Perspectives Projectification of society 583 Yvonne Schoper and Helgi Thor Ingason Introduction 583 Why are there more and more projects? 584 Evidence of projectification in economies 586 Lights and shadows of projectification 588 xxii
Contents 43 Conclusion 590 References and further reading 592 Quality of life in smart cities 593 Beverly Pasian and Aaron Shenhar 44 Introduction 593 What makes a city smart? 594 What is a smart city project? 596 Smart city project stakeholders 598 Bilbao: an example of robust citizen engagement 605 Principles of engagement 607 Conclusion 608 References and further reading 608 A reflection 610 Rodney Turner Introduction 610 Systems versus process 610 Delivering value versus the triple constraint 611 Flexibility versus control 613 References and further reading 614 xxiii |
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| id | DE-604.BV049560888 |
| illustrated | Illustrated |
| index_date | 2024-07-03T23:28:35Z |
| indexdate | 2024-07-20T05:55:42Z |
| institution | BVB |
| isbn | 9781032227634 9781032227627 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034906343 |
| oclc_num | 1427328829 |
| open_access_boolean | |
| owner | DE-706 DE-355 DE-BY-UBR DE-1050 DE-11 DE-N2 DE-526 |
| owner_facet | DE-706 DE-355 DE-BY-UBR DE-1050 DE-11 DE-N2 DE-526 |
| physical | li, 614 Seiten Illustrationen, Diagramme |
| publishDate | 2024 |
| publishDateSearch | 2024 |
| publishDateSort | 2024 |
| publisher | Routledge |
| record_format | marc |
| spelling | The handbook of project management edited by Martina Huemann and Rodney Turner Sixth edition London ; New York Routledge 2024 li, 614 Seiten Illustrationen, Diagramme txt rdacontent n rdamedia nc rdacarrier "This practice-oriented handbook presents practitioners and students with a comprehensive overview of the essential knowledge and current best practice in project management. It includes the most up-to-date thinking in the discipline, describing recent developments in a way that practitioners can immediately use in their work. The Handbook of Project Management was the first "APM Body of Knowledge Approved" title for the Association for Project Management. Over the course of six editions, the Handbook of Project Management has become the definitive desk reference for project management practitioners. The team of expert contributors, selected to introduce the reader to the knowledge and skills required to manage projects, includes many of the most experienced and highly regarded international writers and practitioners. The book is divided into six parts: Projects; Performance; Process; People, Portfolio; and Perspectives. Including over 25 completely new chapters, this sixth edition provides a fully up-to-date encyclopaedia for the discipline and profession of project management. The book will be of use to all project management practitioners, from those starting out in the profession to people with advanced experience. It is also highly relevant to students, with earlier editions being used as a set or recommended text on Masters' courses in project management"-- Projektmanagement (DE-588)4047441-0 gnd rswk-swf Vertrag (DE-588)4063270-2 gnd rswk-swf Project management Gestion de projet Projektmanagement (DE-588)4047441-0 s Vertrag (DE-588)4063270-2 s DE-604 Huemann, Martina 1969- (DE-588)123587409 edt Turner, J. Rodney 1953- (DE-588)171790545 edt Erscheint auch als Online-Ausgabe 978-1-003-27417-9 Digitalisierung UB Regensburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034906343&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | The handbook of project management Projektmanagement (DE-588)4047441-0 gnd Vertrag (DE-588)4063270-2 gnd |
| subject_GND | (DE-588)4047441-0 (DE-588)4063270-2 |
| title | The handbook of project management |
| title_auth | The handbook of project management |
| title_exact_search | The handbook of project management |
| title_exact_search_txtP | The handbook of project management |
| title_full | The handbook of project management edited by Martina Huemann and Rodney Turner |
| title_fullStr | The handbook of project management edited by Martina Huemann and Rodney Turner |
| title_full_unstemmed | The handbook of project management edited by Martina Huemann and Rodney Turner |
| title_short | The handbook of project management |
| title_sort | the handbook of project management |
| topic | Projektmanagement (DE-588)4047441-0 gnd Vertrag (DE-588)4063270-2 gnd |
| topic_facet | Projektmanagement Vertrag |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034906343&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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