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E-mail Message: I thought you might be interested in this item at http://www.worldcat.org/oclc/765140239 Title: Managing complex projects : a new model Author: Kathleen B Hass Publisher: Vienna, Va. : Management Concepts, ©2009. ISBN/ISSN: 9781613447666 1613447663 9781567262919 1567262910 OCLC:765140239

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Managing complex projects : a new model

Author:	Kathleen B Hass
Publisher:	Vienna, Va. : Management Concepts, ©2009.
Edition/Format:	eBook : Document : EnglishView all editions and formats
Database:	WorldCat
Summary:	Offers a way of looking at projects, treating them as complex adaptive systems that are themselves part of even larger complex systems - the organization and the global economy. This book explains Read more...
Rating:	(not yet rated) 0 with reviews - Be the first.
Subjects	Project management. BUSINESS & ECONOMICS -- Project Management. TECHNOLOGY & ENGINEERING -- Project Management. View all subjects
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Genre/Form:	Electronic books
Additional Physical Format:	Print version: Hass, Kathleen B. Managing complex projects. Vienna, VA : Management Concepts, ©2009 (DLC) 2008027192 (OCoLC)232786147
Material Type:	Document, Internet resource
Document Type:	Internet Resource, Computer File
All Authors / Contributors:	Kathleen B Hass Find more information about:
ISBN:	9781613447666 1613447663 9781567262919 1567262910
OCLC Number:	765140239
Description:	1 online resource (xxiv, 298 pages)
Contents:	Introduction : unprecedented change in the business environment -- pt. 1. Complexity thinking in the world of business -- ch. 1. Complexity thinking -- ch. 2. Applying complexity thinking to projects -- ch. 3. The project complexity model -- pt. 2. Applying complexity thinking to assign key project team members -- ch. 4. Competencies required to manage complex projects -- ch. 5. Developing leaders of complex projects -- pt. 3. Applying complexity thinking to select the project cycle -- ch. 6. Appropriate project cycles for independent projects -- ch. 7. Appropriate project cycles for moderately complex projects -- ch. 8. Appropriate project cycles for highly complex projects -- pt. 4. Managing the dimensions of project complexity -- ch. 9. Applying complexity thinking to large, long-duration projects -- ch. 10. Applying complexity thinking to large, dispersed, culturally diverse project teams -- ch. 11. Applying complexity thinking to highly innovative, urgent projects -- ch. 12. Applying complexity thinking to ambiguous business problems, opportunities, and solutions -- ch. 13. Applying complexity thinking to projects with poorly understood, volatile requirements -- ch. 14. Applying complexity thinking to high-visibility strategic projects -- ch. 15. Applying complexity thinking to large-scale change initiatives -- ch. 16. Applying complexity thinking to projects with significant risks, dependencies, and external constraints -- ch. 17. Applying complexity thinking to project with a high level of IT complexity -- Epilogue.
Responsibility:	Kathleen B. Hass.

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