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Customer-focused management by projects

Author: Ronald Vaupel; Gernot Schmolke; Andreas Krüger
Publisher: Basingstoke : Macmillan, 2000.
Edition/Format:   Print book : EnglishView all editions and formats
Summary:

Project management has been successfully applied in companies for many years, and has proven to be an ideal way of managing innovative and unique tasks. Customer-Focused Management by Projects  Read more...

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Material Type: Internet resource
Document Type: Book, Internet Resource
All Authors / Contributors: Ronald Vaupel; Gernot Schmolke; Andreas Krüger
ISBN: 0333920503 9780333920503
OCLC Number: 44100888
Description: xiv, 322 pages : illustrations ; 22 cm
Contents: Machine generated contents note: PART I MANAGEMENT WITH PROJECTS --
1 Management with projects as an expression of customer --
orientation --
2 The basic structure of project management --
3 The definition cycle: selecting projects as a basis for --
project-oriented corporate management --
3.1 Collecting project proposals --
3.2 Evaluating project proposals --
3.3 Ranking project proposals --
3.4 Preparing and initiating project release --
3.5 Summarized definition results in the release --
documentation --
3.6 Systematic recycling of project proposals and ideas --
3.7 Checking the selection filter --
PART II MANAGEMENT OF PROJECTS --
4 Planning a project --
4.1 Planning to initialize a project --
4.2 Continued planning in the further course of the --
project --
4.3 From plans to action: motivation and behavioral control in the project --
5 Monitoring and control of projects --
5.1 Obtaining information relevant to project control --
5.2 Analyzing control information --
5.3 Developing adjustments and applying them --
successfully to the project --
5.4 Updating the project documentation --
5.5 Change management --
handling changes in project targets --
6 Successful completion of a project --
6.1 Concluding the project --
6.2 Hand-over of the project output --
6.3 Demobilizing project resources --
6.4 Project evaluation as a contribution to --
organizational learning --
PART III PROJECT-ORIENTED CORPORATE MANAGEMENT SYSTEM --
7 Project-oriented organization --
7.1 Project-oriented company hierarchy --
7.2 Project-oriented process organization --
8 Project-oriented planning --
8.1 Planning a balanced project portfolio --
8.2 Strategic resource planning --
9 Project-oriented monitoring --
9.1 Continuous progress checks --
9.2 Checking the premises of the planning procedures --
9.3 Realization checks --
10 Project-oriented personnel management --
10.1 Motivating employees for projects --
10.2 Motivating employees in projects --
10.3 Promoting project-relevant skills --
11 A project-oriented information system --
11.1 Requirements of a project-oriented information system --
11.2 Creating a project-oriented information system --
12 Project-oriented controlling --
12.1 Project controlling --
12.2 Multi-project controlling --
12.3 Selecting benchmarking partners --
PART IV PROJECT-ORIENTED CORPORATE CULTURE --
13 Project-oriented corporate culture as a basis for project management --
14 Characteristics of a project-oriented corporate culture --
15 Ways of promoting a project-oriented corporate culture --
15.1 Changes in corporate culture initiated by the --
corporate management --
15.2 Promoting the corporate culture as a task of all --
company managers --
15.3 The will to ongoing development as a precondition --
for long-term success in project orientation --
Appendix: checklist for project completion --
Bibliography --
Index.
Responsibility: Ronald Vaupel, Gernot Schmolke and Andreas Krüger ; foreword by Hans-Ulrich Küpper.
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