This book gives managers an integrative approach to project, program, and change management. It describes the differences between change in projects versus programs with case studies in both areas and the different life cycles. While the project and change comprise much of the book, it is up to date with its emphasis on agile, scrum, and benefit
This book gives managers an integrative approach to project, program, and change management. It describes the differences between change in projects versus programs with case studies in both areas and the different life cycles. While the project and change comprise much of the book, it is up to date with its emphasis on agile, scrum, and benefit
Dr. Roland Gareis is a leading expert on change management and is the managing director of Roland Gareis Consulting, which is based in Vienna. He was previously the academic director of the MBA program in project management at the Vienna University of Economics and Business Administration. A former Fulbright Scholar, he also been a gust lecturer at Georgia State University, the Georgia Institute of Technology, the University of Quebec at Montreal, and the Eidgenössischen Technischen Hochschule in Zürich. Lorenz Gareis is a trainer and principal consultant at Roland Gareis Consulting located in Vienna. He is an IPMA Certified Program Manager and a former lecturer of program management at the University of Applied Sciences Vienna and also Burgenland, Austria.
Inhaltsangabe
Contents Foreword Preface Acknowledgments About the Authors 1 Projects and Programs 2 Project Management Approaches and New Values 3 Strategic Managing and Investing 4 Managing Requirements and Projects 5 Project Initiating 6 Business Process: Project Managing 7 Project Organization and Project Culture 8 Teamwork and Leadership in Projects, Competencies for Projects 9 Sub-Process: Project Starting 10 Sub-Processes: Project Coordinating and Project Controlling 11 Sub-Processes: Project Transforming and Project Repositioning 12 Sub-Process: Project Closing 13 Program Initiating and Program Managing 14 Change Initiating and Change Managing 15 Strategies, Structures, and Cultures of the Project-Oriented Organization 16 Business Processes of the Project-Oriented Organization 17 Message and Vision References Index
Contents Foreword Preface Acknowledgments About the Authors 1 Projects and Programs 2 Project Management Approaches and New Values 3 Strategic Managing and Investing 4 Managing Requirements and Projects 5 Project Initiating 6 Business Process: Project Managing 7 Project Organization and Project Culture 8 Teamwork and Leadership in Projects, Competencies for Projects 9 Sub-Process: Project Starting 10 Sub-Processes: Project Coordinating and Project Controlling 11 Sub-Processes: Project Transforming and Project Repositioning 12 Sub-Process: Project Closing 13 Program Initiating and Program Managing 14 Change Initiating and Change Managing 15 Strategies, Structures, and Cultures of the Project-Oriented Organization 16 Business Processes of the Project-Oriented Organization 17 Message and Vision References Index
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