Practitioner's Handbook of Project Performance
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Practitioner's Handbook of Project Performance
Agile, Waterfall and Beyond
Phillips, Mark
Taylor & Francis Ltd
11/2019
448
Dura
Inglês
9781138288225
15 a 20 dias
942
Descrição não disponível.
List of Figures and Tables,
Introduction,
SECTION I: INDIVIDUALS AND INTERACTIONS,
Chapter 1 - Chasing Mercury: The Emotional and Social Pillars of High-Performing Teams by Geoff Crane,
Chapter 2 - Values as the Basis for Successful Teams: A Scrum Perspective and Primer by Steve Berczuk,
Chapter 3 - The Power of Empowering Others: Coaching as a Leadership Model for High Performing Teams by Susanne Madsen,
Chapter 4 - Coping with the Unexpected: Flexibility, Resilience and Culture by Andreas G.M. Nachbagauer and Iris Schirl-Boeck,
Chapter 5 - Leading Without Authority by Andrew Kallman, Jeff Kissinger, Ted Kallman,
SECTION II: PROCESSES, TOOLS AND TECHNIQUES,
Chapter 6 - Performance: A Combined Project and Portfolio Perspective by Jamal Moustafaev,
Chapter 7 - Communications Shape Reality by Ann Pilkington,
Chapter 8 - Knowledge Management Shapes Culture by Stephen Duffield,
Chapter 9 - Risk Management Principles by Glen Alleman, Tom Coonce, Rick Price,
Chapter 10 - Risk Management Practices by Glen Alleman, Tom Coonce, Rick Price,
Chapter 11 - Act Fast and Think Fast: Agile Schedule Performance by Robert Van de Velde,
Chapter 12 - Monitoring And Controlling: Understanding Your Project's Status by Kristine A. Hayes Munson, Sidebar to Chapter 12- The Project Management Office (PMO) by Emma-Ruth Arnaz-Pemberton ,
Chapter 13 - Managing Change: From Adoption to Completion by Jim Young,
Chapter 14 - Securing Benefits by Jim Young,
Chapter 15 - Beyond the Triple Constraints: Creating Conditions for Optimal Performance by Marisa Silva,
SECTION III - EXPERIENCE,
Chapter 16 - Critical Success and Failure Factors in Large Scale Complex Projects by Azadeh Rezvani, Pouria Khosravi,
Chapter 17 - Performance and Measurement: An Interdisciplinary Study of Public Sector Projects by Maude Brunet, Jean-Sebastien Marchand, Mylaine Breton,
Chapter 18 - Creating Value in Infrastructure Projects: The Public Value Chain by Leonie Koops, Marian Bosch-Rekveldt, Hans Bakker, Marcel Hertogh,
Chapter 19 - Evaluating Project Performance: A Comprehensive Approach Studying EU Structural Programs By Goeran Brulin and Lennart Svensson,
Chapter 20 - Project Performance in the Financial Sector by Tiago Cardoso,
SECTION IV - RESPONDING TO CHANGE,
Chapter 21 - Matching Theory to Practice in a Complex World: A Philosophical Approach by Louis Klein,
Chapter 22 - The Future of Global Program Leadership: A Sci-Fi Narrative by Alejandro Arroyo & Thomas Grisham,
Chapter 23 - Mindfulness: Achieving Performance in an Accelerating Technology Landscape by Anthony Phillips,
Chapter 24 - Continuous Digital and #NoProjects by Allan Kelly,
AFTERWORD,
REFERENCES AND FURTHER READING,
AUTHOR PROFILES AND RESOURCES,
INDEX
Introduction,
SECTION I: INDIVIDUALS AND INTERACTIONS,
Chapter 1 - Chasing Mercury: The Emotional and Social Pillars of High-Performing Teams by Geoff Crane,
Chapter 2 - Values as the Basis for Successful Teams: A Scrum Perspective and Primer by Steve Berczuk,
Chapter 3 - The Power of Empowering Others: Coaching as a Leadership Model for High Performing Teams by Susanne Madsen,
Chapter 4 - Coping with the Unexpected: Flexibility, Resilience and Culture by Andreas G.M. Nachbagauer and Iris Schirl-Boeck,
Chapter 5 - Leading Without Authority by Andrew Kallman, Jeff Kissinger, Ted Kallman,
SECTION II: PROCESSES, TOOLS AND TECHNIQUES,
Chapter 6 - Performance: A Combined Project and Portfolio Perspective by Jamal Moustafaev,
Chapter 7 - Communications Shape Reality by Ann Pilkington,
Chapter 8 - Knowledge Management Shapes Culture by Stephen Duffield,
Chapter 9 - Risk Management Principles by Glen Alleman, Tom Coonce, Rick Price,
Chapter 10 - Risk Management Practices by Glen Alleman, Tom Coonce, Rick Price,
Chapter 11 - Act Fast and Think Fast: Agile Schedule Performance by Robert Van de Velde,
Chapter 12 - Monitoring And Controlling: Understanding Your Project's Status by Kristine A. Hayes Munson, Sidebar to Chapter 12- The Project Management Office (PMO) by Emma-Ruth Arnaz-Pemberton ,
Chapter 13 - Managing Change: From Adoption to Completion by Jim Young,
Chapter 14 - Securing Benefits by Jim Young,
Chapter 15 - Beyond the Triple Constraints: Creating Conditions for Optimal Performance by Marisa Silva,
SECTION III - EXPERIENCE,
Chapter 16 - Critical Success and Failure Factors in Large Scale Complex Projects by Azadeh Rezvani, Pouria Khosravi,
Chapter 17 - Performance and Measurement: An Interdisciplinary Study of Public Sector Projects by Maude Brunet, Jean-Sebastien Marchand, Mylaine Breton,
Chapter 18 - Creating Value in Infrastructure Projects: The Public Value Chain by Leonie Koops, Marian Bosch-Rekveldt, Hans Bakker, Marcel Hertogh,
Chapter 19 - Evaluating Project Performance: A Comprehensive Approach Studying EU Structural Programs By Goeran Brulin and Lennart Svensson,
Chapter 20 - Project Performance in the Financial Sector by Tiago Cardoso,
SECTION IV - RESPONDING TO CHANGE,
Chapter 21 - Matching Theory to Practice in a Complex World: A Philosophical Approach by Louis Klein,
Chapter 22 - The Future of Global Program Leadership: A Sci-Fi Narrative by Alejandro Arroyo & Thomas Grisham,
Chapter 23 - Mindfulness: Achieving Performance in an Accelerating Technology Landscape by Anthony Phillips,
Chapter 24 - Continuous Digital and #NoProjects by Allan Kelly,
AFTERWORD,
REFERENCES AND FURTHER READING,
AUTHOR PROFILES AND RESOURCES,
INDEX
Este título pertence ao(s) assunto(s) indicados(s). Para ver outros títulos clique no assunto desejado.
PMBOK Guide;large-scale infrastructure projects;Scrum Team;project management;Knowledge Acquisition;project performance;Product Backlog;Integrated Master Schedule;Project Management Office;Business Case;Assess Project Success;Sprint Retrospectives;Scrum Master;Project Management Success;Project Management Literature;Sydney Opera House;Improving Project Performance;Schedule Margin;PMI;Aleatory Uncertainty;Agile Project;Epistemic Uncertainties;Schedule Risk;Tpm;Project Management Environment;Ppm
List of Figures and Tables,
Introduction,
SECTION I: INDIVIDUALS AND INTERACTIONS,
Chapter 1 - Chasing Mercury: The Emotional and Social Pillars of High-Performing Teams by Geoff Crane,
Chapter 2 - Values as the Basis for Successful Teams: A Scrum Perspective and Primer by Steve Berczuk,
Chapter 3 - The Power of Empowering Others: Coaching as a Leadership Model for High Performing Teams by Susanne Madsen,
Chapter 4 - Coping with the Unexpected: Flexibility, Resilience and Culture by Andreas G.M. Nachbagauer and Iris Schirl-Boeck,
Chapter 5 - Leading Without Authority by Andrew Kallman, Jeff Kissinger, Ted Kallman,
SECTION II: PROCESSES, TOOLS AND TECHNIQUES,
Chapter 6 - Performance: A Combined Project and Portfolio Perspective by Jamal Moustafaev,
Chapter 7 - Communications Shape Reality by Ann Pilkington,
Chapter 8 - Knowledge Management Shapes Culture by Stephen Duffield,
Chapter 9 - Risk Management Principles by Glen Alleman, Tom Coonce, Rick Price,
Chapter 10 - Risk Management Practices by Glen Alleman, Tom Coonce, Rick Price,
Chapter 11 - Act Fast and Think Fast: Agile Schedule Performance by Robert Van de Velde,
Chapter 12 - Monitoring And Controlling: Understanding Your Project's Status by Kristine A. Hayes Munson, Sidebar to Chapter 12- The Project Management Office (PMO) by Emma-Ruth Arnaz-Pemberton ,
Chapter 13 - Managing Change: From Adoption to Completion by Jim Young,
Chapter 14 - Securing Benefits by Jim Young,
Chapter 15 - Beyond the Triple Constraints: Creating Conditions for Optimal Performance by Marisa Silva,
SECTION III - EXPERIENCE,
Chapter 16 - Critical Success and Failure Factors in Large Scale Complex Projects by Azadeh Rezvani, Pouria Khosravi,
Chapter 17 - Performance and Measurement: An Interdisciplinary Study of Public Sector Projects by Maude Brunet, Jean-Sebastien Marchand, Mylaine Breton,
Chapter 18 - Creating Value in Infrastructure Projects: The Public Value Chain by Leonie Koops, Marian Bosch-Rekveldt, Hans Bakker, Marcel Hertogh,
Chapter 19 - Evaluating Project Performance: A Comprehensive Approach Studying EU Structural Programs By Goeran Brulin and Lennart Svensson,
Chapter 20 - Project Performance in the Financial Sector by Tiago Cardoso,
SECTION IV - RESPONDING TO CHANGE,
Chapter 21 - Matching Theory to Practice in a Complex World: A Philosophical Approach by Louis Klein,
Chapter 22 - The Future of Global Program Leadership: A Sci-Fi Narrative by Alejandro Arroyo & Thomas Grisham,
Chapter 23 - Mindfulness: Achieving Performance in an Accelerating Technology Landscape by Anthony Phillips,
Chapter 24 - Continuous Digital and #NoProjects by Allan Kelly,
AFTERWORD,
REFERENCES AND FURTHER READING,
AUTHOR PROFILES AND RESOURCES,
INDEX
Introduction,
SECTION I: INDIVIDUALS AND INTERACTIONS,
Chapter 1 - Chasing Mercury: The Emotional and Social Pillars of High-Performing Teams by Geoff Crane,
Chapter 2 - Values as the Basis for Successful Teams: A Scrum Perspective and Primer by Steve Berczuk,
Chapter 3 - The Power of Empowering Others: Coaching as a Leadership Model for High Performing Teams by Susanne Madsen,
Chapter 4 - Coping with the Unexpected: Flexibility, Resilience and Culture by Andreas G.M. Nachbagauer and Iris Schirl-Boeck,
Chapter 5 - Leading Without Authority by Andrew Kallman, Jeff Kissinger, Ted Kallman,
SECTION II: PROCESSES, TOOLS AND TECHNIQUES,
Chapter 6 - Performance: A Combined Project and Portfolio Perspective by Jamal Moustafaev,
Chapter 7 - Communications Shape Reality by Ann Pilkington,
Chapter 8 - Knowledge Management Shapes Culture by Stephen Duffield,
Chapter 9 - Risk Management Principles by Glen Alleman, Tom Coonce, Rick Price,
Chapter 10 - Risk Management Practices by Glen Alleman, Tom Coonce, Rick Price,
Chapter 11 - Act Fast and Think Fast: Agile Schedule Performance by Robert Van de Velde,
Chapter 12 - Monitoring And Controlling: Understanding Your Project's Status by Kristine A. Hayes Munson, Sidebar to Chapter 12- The Project Management Office (PMO) by Emma-Ruth Arnaz-Pemberton ,
Chapter 13 - Managing Change: From Adoption to Completion by Jim Young,
Chapter 14 - Securing Benefits by Jim Young,
Chapter 15 - Beyond the Triple Constraints: Creating Conditions for Optimal Performance by Marisa Silva,
SECTION III - EXPERIENCE,
Chapter 16 - Critical Success and Failure Factors in Large Scale Complex Projects by Azadeh Rezvani, Pouria Khosravi,
Chapter 17 - Performance and Measurement: An Interdisciplinary Study of Public Sector Projects by Maude Brunet, Jean-Sebastien Marchand, Mylaine Breton,
Chapter 18 - Creating Value in Infrastructure Projects: The Public Value Chain by Leonie Koops, Marian Bosch-Rekveldt, Hans Bakker, Marcel Hertogh,
Chapter 19 - Evaluating Project Performance: A Comprehensive Approach Studying EU Structural Programs By Goeran Brulin and Lennart Svensson,
Chapter 20 - Project Performance in the Financial Sector by Tiago Cardoso,
SECTION IV - RESPONDING TO CHANGE,
Chapter 21 - Matching Theory to Practice in a Complex World: A Philosophical Approach by Louis Klein,
Chapter 22 - The Future of Global Program Leadership: A Sci-Fi Narrative by Alejandro Arroyo & Thomas Grisham,
Chapter 23 - Mindfulness: Achieving Performance in an Accelerating Technology Landscape by Anthony Phillips,
Chapter 24 - Continuous Digital and #NoProjects by Allan Kelly,
AFTERWORD,
REFERENCES AND FURTHER READING,
AUTHOR PROFILES AND RESOURCES,
INDEX
Este título pertence ao(s) assunto(s) indicados(s). Para ver outros títulos clique no assunto desejado.
PMBOK Guide;large-scale infrastructure projects;Scrum Team;project management;Knowledge Acquisition;project performance;Product Backlog;Integrated Master Schedule;Project Management Office;Business Case;Assess Project Success;Sprint Retrospectives;Scrum Master;Project Management Success;Project Management Literature;Sydney Opera House;Improving Project Performance;Schedule Margin;PMI;Aleatory Uncertainty;Agile Project;Epistemic Uncertainties;Schedule Risk;Tpm;Project Management Environment;Ppm
