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2016 | Buch

Project Management Traditional Principles Kapitel lesen Erstes Kapitel lesen

Managing Complex, High Risk Projects

A Guide to Basic and Advanced Project Management

verfasst von: Franck Marle, Ludovic-Alexandre Vidal

Verlag: Springer London

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

Maximizing reader insights into project management and handling complexity-driven risks, this book explores propagation effects, non-linear consequences, loops, and the emergence of positive properties that may occur over the course of a project.
This book presents an introduction to project management and analysis of traditional project management approaches and their limits regarding complexity. It also includes overviews of recent research works about project complexity modelling and management as well as project complexity-driven issues.
Moreover, the authors propose their own new approaches, new methodologies and new tools which may be used by project managers and/or researchers and/or students in the management of their projects. These new elements include project complexity definitions and frameworks, multi-criteria approaches for project complexity measurement, advanced methodologies for project management (propagation studies to anticipate potential behaviour of the project, and clustering approaches to improve coordination between project actors) and industrial case studies (automotive industry, civil engineering, railroad industry, performing arts,…) and exercises (with their solutions) which will allow readers to improve and strengthen their knowledge and skills in the management of complex and (thus) risky projects.

Inhaltsverzeichnis

Frontmatter
Chapter 1. Project Management Traditional Principles
Abstract
This chapter aims at introducing the reader to a wide range of project management traditional principles and approaches. It is divided according to the five phases of the project management process: project definition, project planning, project execution, project monitoring and controlling, and project closure. It enables the reader to understand and handle the basic and widespread concepts and tools of project management, and practice with an exercise.
Franck Marle, Ludovic-Alexandre Vidal
Chapter 2. Limits of Traditional Project Management Approaches When Facing Complexity
Abstract
This chapter aims at presenting what project complexity is and what its consequences are. It particularly underlines four complexity-driven phenomena in projects: uncertainty, ambiguity, propagation, and chaos. It then gives an overview of some of the most important limits of traditional project management approaches and tools (presented in Chap. 1) when having to face complex project environments.
Franck Marle, Ludovic-Alexandre Vidal
Chapter 3. Assessing Complexity of Projects
Abstract
This chapter proposes a list of project complexity factors which could be used as a checklist or can serve to measure complexity. Both actions can assist decision-making in complex project management. Practical case studies illustrate the application of proposals.
Franck Marle, Ludovic-Alexandre Vidal
Chapter 4. Assessing Vulnerability of Complex Projects
Abstract
This chapter aims at following a systems thinking-based approach to identify, analyze, and control the weaknesses of complex project systems. This helps to highlight the damageable values of the project and identify the potentially endangered processes and elements of the project system. This focus permits to concentrate on the actual weaknesses of the project system instead of dealing only with risks, that is to say, potential events. The concept of project vulnerability is then introduced and used in a systems thinking-based complete project vulnerability management process, tested on a real case study.
Franck Marle, Ludovic-Alexandre Vidal
Chapter 5. Changing Project Structure to Mitigate Its Complexity
Abstract
The complex structure of the project may cause the emergence of some local or global unexpected phenomena. This chapter highlights how interactions might play a critical role in the project behavior and change the understanding and thus the priorities that managers give to elements. An industrial application will be developed all along this chapter, based on a project of construction and implementation of a tramway in a city.
Franck Marle, Ludovic-Alexandre Vidal
Chapter 6. Adapting Project Organization to Its Complexity
Abstract
This chapter shows how it is possible to make drastic improvements to a project without changing its elements or their interactions. Large benefits can be achieved merely by changing the way elements are structured and actors are organized.
Franck Marle, Ludovic-Alexandre Vidal
Metadaten
Titel
Managing Complex, High Risk Projects
verfasst von
Franck Marle
Ludovic-Alexandre Vidal
Copyright-Jahr
2016
Verlag
Springer London
Electronic ISBN
978-1-4471-6787-7
Print ISBN
978-1-4471-6785-3
DOI
https://doi.org/10.1007/978-1-4471-6787-7

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