Titlebook: Research on Project, Programme and Portfolio Management; Projects as an Arena Ronggui Ding,Reinhard Wagner,Constanta-Nicoleta Bo Book 2022

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書目名稱Research on Project, Programme and Portfolio Management網(wǎng)絡公開度學科排名




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書目名稱Research on Project, Programme and Portfolio Management讀者反饋學科排名

露天歷史劇

河潭

MODE

Identification of Governance Structures for Private–Public Partnership (PPP) Project Through Social zing the project governance structure through Social Network Analysis (SNA), and this model was validated through a case study of a PPP project in China. This research provides a framework to support the decision-making process for PPP stakeholders by identifying the governance risks and providing guidance on how to mitigate these risks.

coddle

GROG

Unleashing Hidden Potential by Enabling Self-Organization in Projectszing and of the way people collaborate, in general and particularly in projects. Concepts of self-organization are often used unconsciously, e.g., in the context of agile project management approaches. This chapter therefore prepares the topic fundamentally, points out essential backgrounds, drivers

Liability

The Whole—More than the Sum of Its Parts! Self-Organization—The Universal Principle!zation plays an outstanding role. Here, self-organization sometimes stands for autonomous teams, time management, agile forms of organization, or new work, to name just a few. Only in the rarest of cases the statement “The whole is more than the sum of its parts” is in the foreground. And this is ex

invade

A Systemic Approach to Agile Management and Self-Organization for a Sustainable Transformation of Or to implement truly agile organizations. Why is this so? What are the driving forces behind a sustainable transformation? A holistic approach for the entire company, starting with the management mindset and the governance structure of self-organization, is the way forward for a consistently agile ap

舔食

Value-Orientated Decision-Making in Agile Project Portfoliosfor projects in a portfolio. Decisions involve different stakeholders at various levels in an organization with different constructs, interpretations, and expectations of value. This chapter explores the role of value in decision-making for agile project portfolios. In consideration of projects as a

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