Advances in Project Management: Narrated Journeys in Unchartered Territory

  • 3h 31m
  • Darren Dalcher (ed)
  • Ashgate Publishing
  • 2014

On the evidence of the authors of Advances in Project Management: Narrated Journeys in Unchartered Territory, there is a sea change coming. That change will affect the way projects are perceived, lead and governed, particularly in the context of the wider organisation to which they belong; whether that is in the public, private or not-for-profit sectors.

Many organisations have struggled to apply the traditional models of project management to their new projects in the global environment. Anecdotal and evidence-based research confirms that projects continue to fail at an alarming rate. A major part of the build-up to failure is often the lack of adequate project management knowledge and experience.

Advances in Project Management covers key areas of improvement in understanding and project capability further up the management chain; amongst strategy and senior decision makers and amongst professional project and programme managers. This collection, drawn from some of the world’s leading practitioners and researchers and compiled by Professor Darren Dalcher of the National Centre for Project Management, provides those people and organisations who are involved with the developments in project management with the kind of structured information, new approaches and novel perspectives that will inform their thinking and their practice and improve their decisions.

About the Editor

Darren Dalcher is the founder and Director of National Centre for Project Management. He has built a reputation as leader and innovator in the area of practice-based education and reflection in project management and has worked with many major industrial, commercial and charitable organisations and government bodies. He is active in numerous international committees, standards bodies, steering groups, and editorial boards and heavily involved in organising international conferences, and has delivered many international keynote addresses and tutorials. He has written over 200 refereed papers and book chapters on project management and software engineering. Professor Dalcher is the editor of the two book series Advances in Project Management and Fundamentals of Project Management. He was named by the APM as an influential expert in project management for his contribution in "integrating and weaving academic work with practice" and awarded a prestigious Honorary Fellowship for outstanding contribution to project management.

In this Book

  • Uncertainty: Managing Project Uncertainty
  • That Uncertain Feeling
  • Strategic Risk: When do Projects Begin? Addressing Strategic Project Appraisal Issues
  • Strategic Project Risk Appraisal and Management
  • Risk: Risks or Projects?
  • Managing Risk in Projects—What's New?
  • Governance: Facing Uncertainty: Project Governance and Control
  • Project Governance
  • Programme Management: Managing Uncertainty through Programmes
  • Programme Management beyond Standards and Guides
  • Risk Leadership: Beyond Tame Problems: The Case for Risk Leadership
  • The Application of the 'New Sciences' to Risk and Project Management
  • Leadership: In Search of Project Leadership
  • Project-oriented Leadership
  • Earned Value: Progress and Performance: The Case for Extending Earned Value Management
  • Effective Measurement of Time Performance using Earned Value Management: A Proposed Modified Version for Schedule Performance Index Tested Across Various Industries and Project Types
  • Spiritual Inspiration: Inspiration in Teams: Searching for a New Intelligence
  • Spirituality in Project Management Teams
  • Ethics: Project Ethics and Professionalism: The Making of a Profession?
  • Project Ethics—The Critical Path to Development
  • Stakeholders: Can We Satisfy Project Stakeholders?
  • What Does the Project Stakeholder Value?
  • Supply Chains: Managing Connected Supply Chains
  • Managing Project Supply Chains
  • Second Order Project Management: Making Sense of Complexity: Towards a Higher Order
  • A Case for Second Order Project Management
  • Sustainability: Sustainability: A New Professional Responsibility?
  • Taking Responsibility—The Integration of Sustainability and Project Management
  • Psychology: The Psychology of Projects: What the Bodies of Knowledge Don't Tell Us
  • The Psychology of Project Management
  • Benefits: Overstating the Benefits?
  • Benefits Realisation – Building on (un)Safe Foundations or Planning for Success?
  • The Burden of Making Good Decisions
  • Decision Making under Stress – Advice for Project Leaders
  • Leadership Communication: The Art of Communication
  • Communicating Upwards for Effect
  • Sustainable Impacts: Sustainability and Success
  • Sustainable Change in Large Projects
  • Knowledge: Is There a Universal Theory of Project Management?
  • The Coming Sea-Change in Project Management Science
  • Senior Management: From Projects to Strategy, and Back Again
  • Evidence of the Neglect of Project Management by Senior Executives
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