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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
Summary:	An innovative way of looking at projects as complex adaptive systems, Managing Complex Projects explains how to use the Project Complexity Model to determine the approach needed to manage all aspects 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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