Project management : a multi-perspective leadership framework / by Hans Mikkelsen, Jens O. Riis.

Modern projects are confronted with complexity and ambiguity. To provide a holistic framework, this book presents a new project management model that is used to identify the nature of a project and develop appropriate project solutions. It also allows a circular planning process, leading to coherence across the project's elements.

Online resource; title from digital title page (viewed on December 05, 2017).

Front Cover -- Project Management -- Copyright Page -- Contents -- List of Figures -- About the Book -- Preface -- 1 Introduction -- 1.1. What Is a Project? -- 1.2. Five Elements of a Project â#x80;#x93; The Five-by-Five Model -- 1.2.1. A Circular Working Mode -- 1.3. Many Different Projects -- 1.3.1. Business Development Projects -- 1.3.2. Company and Organizational Development Projects -- 1.3.3. Technical Oriented Repetitive Projects -- 1.3.4. Technical Oriented Development Projects -- 1.3.5. Projects in a Political Environment

1.3.6. Summary of the Spectrum of Different Projects1.4. Four Perspectives of a Project â#x80;#x93; The Project Portrait -- 1.5. Discussion of Project Management Issues -- 1.5.1. Different Projects â#x80;#x93; Different Working Modes -- 1.5.2. Creating Value in a Political Environment -- 1.5.3. The Project As Part of a Change Process -- 1.5.4. Rethinking Project Management -- 1.6. Overview of This Book -- 1.7. Exercises -- 2 Forming and Defining the Project -- 2.1. Introduction -- 2.2. Defining the Project task -- 2.2.1. Projects Create Value -- 2.2.2. Product Objectives

2.2.3. Success Criteria â#x80;#x93; Stakeholder Expectations2.3. Analysis of the Project Task -- 2.3.1. The Four-Perspective Model â#x80;#x93; The Portrait Model -- 2.3.2. Uncertainty -- 2.3.3. Complexity -- 2.3.4. Additional Analyses -- 2.4. Forming the Project â#x80;#x93; To define Content and Scope -- 2.5. Discussion of Issues -- 2.5.1. To Manage the Level of Ambition -- 2.5.2. Mission, Vision, Utility Goals, and Project Objectives -- 2.5.3. Recognition and Learning -- 2.5.4. Relating to the World Outside of the Project -- 2.5.5. Reactions to Uncertainty and Complexity

2.6. Exercises3 Planning the Course of Action -- 3.1. Introduction â#x80;#x93; What Is It All About? -- 3.2. Project Processes -- 3.2.1. Processes Related to the Project Task -- 3.2.2. Processes Related to Application and Operation of the Project Result -- 3.2.3. Processes Dealing with the Environment -- 3.2.4. Management Processes -- 3.3. Planning the Projectâ#x80;#x99;s Course of Action -- 3.3.1. Models of Course of Action -- 3.3.2. Holistic Project Planning -- 3.3.3. Planning Events During the Project -- 3.3.4. Detailed Planning of Course of Action

3.4. Additional Aspects3.4.1. A Typical Life Cycle for an Internal Renewal Initiative -- 3.4.2. Planning Dilemma -- 3.4.3. When Does a Project Begin and When Does It End? -- 3.4.4. Maneuverability â#x80;#x93; Is It Possible to Control the Project? -- 3.4.5. Agile and Lean Project Management -- 3.4.6. Relationship to Other Rhythms -- 3.5. Exercises -- 4 Organizing -- 4.1. The Problem -- 4.2. Basic Pattern of a Project Organization -- 4.2.1. The Management Part of the Project Organization -- 4.2.2. The Decision Part of the Project Organization

Includes bibliographical references.

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