Dr.ir.drs. Nicoline Mulder is verbonden aan de school Kunst & Economie van HKU, en zelfstandig adviseur voor projectmanagers en opdrachtgevers van complexe projecten. Ze is auteur van onder meer 77 werkvormen voor projectmanagement en Value-based Project Management.Meer over Nicoline Mulder
Value-based Project Management
How to bring focus into complex projectsIngenaaid Engels 2016 9797090059223
This highly practical, award winning book is a must read for anyone who is in charge of or about to take up a complex project. It provides project managers with an alternative perspective on how to create order in the chaos, without talking about planning, risk management or stakeholder analyses.
Complex projects seem to be all about chaos and less about order. Deadlines are not met, control is lacking and conflicts are more often the rule rather than the exception. In short: chaos prevails. Trying to keep your client satisfied along the way is a daunting, if not impossible task. In order to turn this around, you need to learn how to find order in this chaos and thát is not an impossible task. It is simply a matter of looking at the situation from a different perspective. Value-based Project Management will show you how. The author provides her readers with eleven interventions inspired by the chaos theory to help bring order in the chaos of any project: the Project’s Eleven.
- Higher goal
- Project vision
- Developmental approach
- Transformational leadership
- User participation
- Stakeholder dialogue
- Focus on results
By applying the principles of the Project’s Eleven, your project becomes robust but flexible enough to be able to react to unexpected events. Because even though a stable environment is desirable for any project, the reality is mostly quite different. The eleven interventions let you find order in the chaos. Based on elements such as vision, transparency and trust, you can let every complex project reach project maturity. This will not only make your client happy, but everyone involved will be proud to be a part of your ‘chaos project’!
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PART I: THE APPROACH
1. Eleven questions in advance about Value-based Project Management
1.1 What is Value-based Project Management in a nutshell?
1.2 What is the underlying rationale behind Value-based Project Management?
1.3 What is the effect of Value-based Project Management?
1.4 Why is a new approach needed?
1.5 For which projects is Value-based Project Management suitable?
1.6 Who is the approach aimed at?
1.7 Why is the approach called Value-based?
1.8 What is Project’s Eleven?
1.9 Where does the name Project’s Eleven come from?
1.10 Can I see Project’s Eleven as a checklist?
1.11 Why do questions play such an important role in the approach?
2. Project’s Eleven
2.1 Base the approach to the project on the project values
2.2 Focus your attention constantly on the higher project goal
2.3 Develop a project vision and keep it vital
2.4 Apply a development approach that recognizes vagueness
2.5 Work on the basis of trust
2.6 Employ transformational leadership
2.7 Realize the conditions for self-organization
2.8 Facilitate creativity
2.9 Allow users to participate right from the start
2.10 Maintain the dialogue with stakeholders
2.11 Work in a results-driven way where appropriate
3. Pressing after-questions
3.1 What is the success factor of Value-based Project Management?
3.2 And what are the greatest pitfalls?
3.3 Eleven is a lot: could it not be done with fewer?
3.4 Is Value-based Project Management suitable for non-chaordic projects as well?
3.5 Can Value-based Project Management be used at the same time as another approach or do I need to choose?
3.6 How should I begin?
3.7 Where can I find more information?
3.8 What is the film Ocean’s Eleven about?
PART II: THE CONTEXT
4. Reframing project management
4.1 About classic project management and complex projects
4.2 Redefining project
4.3 Redefining project management
4.4 Redefining project success
4.5 Redefining project maturity
5. Application area
5.1 Changing perspective
5.2 Categorizing projects
5.3 Characteristic 1: Complexity
5.4 Characteristic 2: Uncertainty
5.5 Characteristic 3: Time constraints or priority
5.6 Characteristic 4: Novelty
5.7 Characteristic 5: Fuzziness
5.8 Chaordic projects
PART III: IN DEPTH
6. The workings of Value-based Project Management
6.1 ‘Patient information leaflet’
6.2 About interventions, mechanisms and effects
6.3 Mechanisms in alphabetical order
6.4 Project maturity: the effect of Value-based Project Management
7. Underlying theory
7.1 Complexity theory
7.2 Chaordic systems
8. Ingredients of Value-based Project Management
8.1 Project success areas
8.2 Modern management concepts
8.3 Characteristics of chaordic systems
8.4 From separate ingredients to a whole
Further reading list
References: sources used
About the author
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