Download Global Project Management Handbook: Planning, Organizing and by David Cleland, Roland Gareis PDF

By David Cleland, Roland Gareis

Pt. 1. state-of-the-art of world undertaking administration -- pt. 2. Competency components in undertaking administration -- pt. three. administration of world courses and initiatives -- pt. four. administration of the project-oriented corporation -- pt. five. nationwide venture administration

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Read Online or Download Global Project Management Handbook: Planning, Organizing and Controlling International Projects, Second Edition: Planning, Organizing, and Controlling International Projects PDF

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Additional info for Global Project Management Handbook: Planning, Organizing and Controlling International Projects, Second Edition: Planning, Organizing, and Controlling International Projects

Sample text

The perception of projects as temporary organizations promotes the awareness that every project requires a specific organizational design that goes beyond the definition of the formal authority of the project manager. In addition to project planning, a situational design of the project organization should contribute to the success of the project. The organizational design of projects includes the definition of project-specific roles, the development of project organizational charts, the definition of project-specific communication structures, and the agreement on project-specific rules.

Information from past experiences that can be used as reference often is available only to a limited extent. Projects are used for the performance of business processes with short to medium duration. These projects should be performed as quickly as possible—in other words, in several months. One exception is the performance of infrastructure projects (construction or engineering projects), which can have a longer duration. Business processes for which projects are used have a medium to high strategic importance for the company performing them.

Self-referencing processes in a project or interventions from project environments can lead to continuous or discontinuous changes in a project. Continuous changes in projects are considered in project controlling. Continuous changes in projects take the form of adaptations in the project structures, such as new project slogans, new formations of relationships to relevant environments, new definitions of project roles, new demands on the project team members, new planning of the scope and the project schedule, and so on.

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