: Gerold Patzak, Günter Rattay
: Project Management Guideline for the management of projects, project portfolios, programs and project-oriented companies
: Linde Verlag Wien Gesellschaft m.b.H.
: 9783709402894
: 1
: CHF 59.00
:
: Ausbildung, Beruf, Karriere
: English
: 512
: DRM
: PC/MAC/eReader/Tablet
: PDF
Modern project management is increasingly important, as it is very well suited for fulfilling today's demands on companies, especially regarding the efficient cooperation of individuals, as well as the development of a goal- and solution-oriented approach.

A project can be understood as a temporary company, since all essential enterprise management functions must be performed in projects as well. The project management approach applied in the present book is a holistic management concept. In addition to project planning and control, it also covers the topics of teamwork, communication, and the organizational integration of projects into companies.

This book provides a guideline for performing individual projects, for professionally selecting projects that are vital for company success (project portfolio, program), for improving project management quality, and for consequently focusing company work on the current environmental requirements (project-oriented company). Additionally, numerous practical examples and case-studies of different project types illustrate the implementation of the presented methods.

Further relevant aspects of today's project management approaches, such as projects as business cases, procurement and contract design, virtual teamwork, project management career paths, agile project management, or Stage-Gate approaches are integrated into the actual edition. This book contributes to the further development of project management knowledge, and to the establishment of a professional project manager profile. Requirements on competencies and qualifications of project managers are integrated according to the international IPMA and PMI standards.

Univ.Prof. DI Dr. Gerold Patzak ist Universitätsprofessor für Systemtechnik und Methodologie an der Technischen Universität Wien sowie Gastprofessor an der University of Colorado at Boulder, USA. Er ist Gründer der Primas CONSULTING, einem innovativen, internationalen Consulting-Unternehmen im Bereich Projektmanagement.
Titelei4
Introduction6
Content10
Part I: Basics14
1 Basics16
1.1 Project and Project Management Basics16
1.1.1 Perception of Projects16
1.1.2 Types of Projects17
1.1.3 Project Management Tasks20
1.1.4 Systems Approach to Project Management - The Big Picture22
1.1.5 Benefits of Project Management27
1.1.6 Project Management Success28
Part II: Project30
2 Project Management in the Project Start-Up Phase32
2.1 Project Initiation and Project Environment (Project Preparation)32
2.1.1 Initial Project Scenarios32
2.1.2 Project Development Process36
2.1.3 Project Worthiness38
2.1.4 Project Preparation39
2.1.5 Project Environment and Stakeholder Analysis40
2.1.6 Strategic Preparation of Change and Claim Management51
2.2 Project Assignment and Project Start-Up Process60
2.2.1 Project Definition (Project Charter, Project Description, Project Statement)60
2.2.2 Opportunity and Risk Management at Project Start-Up74
2.2.3 The Project Start-Up Process76
2.2.4 Typical Forms of Communication in the Start-Up Process80
2.3 Establishing Project Organization83
2.3.1 Role Concept84
2.3.2 Role Conflicts85
2.3.3 Project-Related Roles86
2.4 Forming of Project Teams111
2.4.1 Selection of the Project Manager111
2.4.2 Selecting Project Team Members114
2.4.3 Forms of Project Team Organization116
2.4.4 Phases of Team Development119
2.4.5 Formation of (Virtual) Distributed Teams122
3 Project Planning and Execution Phase134
3.1 Managing the Project Environment134
3.1.1 Project Marketing134
3.1.2 Procurement and Contracts with Suppliers137
3.2 Project Planning144
3.2.1 General Thoughts on Planning144
3.2.2 Task Planning (Work Planning)148
3.2.3 Quality Planning162
3.2.4 Process Logic and Time Scheduling172
3.2.5 Resource Planning198
3.2.6 Cost Planning and Financial Planning210
3.2.7 Integrated Optimization in Project Planning226
3.2.8 Risk Planning227
3.3 Managing Project Organization243
3.3.1 Interface Planning243
3.3.2 Task Allocation within the Project Team245
3.3.3 Managing the Project Information System250
3.4 Managing Project Teamwork279
3.4.1 Project Team Culture279
3.4.2 Leadership of Project Teams280
3.4.3 Problem Solving and Evaluation Methods in Teams289
3.4.4 Team Decision Processes293
3.4.5 Virtual Team Work in the Planning and Execution Phase296
4 Coordination and Change Phases in Projects298
4.1 Environmental Changes around Projects298
4.1.1 Change Management298
4.1.2 Claim Identification and Claim Assertion301
4.2 Project Control306
4.2.1 Overview of Controlling Tasks306
4.2.2 Project Controlling Procedure and Instruments309
4.2.4 Crisis Management334
4.3 Project Organization339
4.3.1 Organizational Integration of Project Controlling339
4.3.2 Changes in Project Organization (Project Team)342
4.3.3 Meetings in Coordination Phases343
4.4 Project Teamwork344
4.4.1 Meeting Management344
4.4.2 Teamworking Methods and Tools355
4.4.3 Conflict Management357
4.4.4 Virtual Teamwork in the Project Coordination Phases370
5 Project Close-Down Phase372
5.1 Closing Relations with Stakeholders372
5.1.1 Characteristics of the Project Close-Down Phase372
5.1.2 Defining an Appropriate End to the Project372
5.1.3 Project Delivery Process374
5.1.4 Dissolving Relevant Stakeholder Relations375
5.1.5 Claim Management in the Project Close-Down Phase379
5.2 Project Evaluation379
5.2.1 Final Project Calculation379
5.2.2 Project Close-Down Report380
5.2.3 Open Issues382
5.3 Dissolving the Project Organization383
5.3.1 Project Close-Down Meeting383
5.4 Dissolving the Project Team385
5.4.1 Opportunities and Problems when Dissolving the Project Team385
5.4.2 Utilizing Learning Opportunities386
Part III: Project Portfolio / Project Program388
6 Strategic Conception of Project Portfolios and Programs390
6.1 Project Portfolio Definition390