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Projekte sicher managen: Mit sozialer Kompetenz die Ziele erreichen

Projekte sicher managen: Mit sozialer Kompetenz die Ziele erreichen

          
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About the Book

According to various studies, only very few projects add to the value of a company. Many are even destined to fail from the start. Yet projects do not usually fail due to the methods and instruments, but due to people. Successful project management requires a corporate culture of reliability, trust, communication, team-oriented leadership and an entrepreneurial philosophy. Here, the authors show in a very impressive and practical way the influence of corporate culture on the success of a project, and how project leaders can make their projects a success despite "pathological cultural elements", such as departmental thinking, mistrust, alibi-behavior or unreliability. It is against this background that the four factors for success in project management are explained - project efficacy, project efficiency, project participation and project management. In so doing, they describe useful instruments and approaches to the main aspects of project management, such as clarifying aims and jobs, project organization, project planning, milestone planning, selection of project members, leading project groups, and efficient project meetings. Concrete examples from practice illustrate the contents and heighten the success of the project and company. The whole is rounded off by checklists for the course of the project and practical working documentation - such as project sketches and project guidelines.

Table of Contents:
1. Einleitung

2. Grundlagen des Projektmanagements
2.1 Wann macht ein Projekt überhaupt Sinn?
2.2 Was ist Projektmanagement?
2.3 Wie kommen Projekte eigentlich zustande?
2.4 Organisationsformen von Projekten
2.5 Projektbeteiligte
2.6 Die Projektorganistation
2.7 Die Projektphasen
2.8 Die Projektplanung
2.9 Der Projektentsehungsprozess-von der Idee zum Projektabschluss

3. Unternehmenskultur und Projektmanagement
3.1 Teilaspekte der Unternehmenskultur
3.2 die pathologische Unternehmenskultur
3.3 Implizite Regeln- die ungeschriebenen Gesetze
3.4 Welche Unternehmenskultur fördert Projektmanagement
3.5 Projektmanagement im schwierigen Unternehmensumfeld
3.6 Das Zusammenspiel von projekt und Linie- Kampf der Kulturen?
3.7 Wie kann Projektmanagement die Unternehmenskultur positiv beeinflussen?

4. Woran Projekte wirklich scheitern
4.1 Bsp. 1 Das "spontane Projekt"
4.2 Bsp. 2 Wenn Projekte mit "Soda Personal" bearbeitet werden
4.3 Bsp. 3 Wenn das Unternehmen unter "Projektitis" leidet
4.4 Bsp. 4 Boykottierung durch die Linie
4.5 Bsp. 5 Die falschen Projektmitarbeiter
4.6 Projektblockaden und deren orginäre Ursachen
4.7 Anzeichen für Projektboykott
4.8 Erfolgsfaktoren des Projektmanagements

5. Die Erfolgsfaktoren eines gelebten Projektmanagements
5.1 Die Projekt- und Vorhabenliste
5.2 Die Nutzen-/Aufwandsbetrachtung
5.3 Einbindung der strategischen Projekte in das Zielsystem des Unternehmens

6. Wie Sie Ihr Projektmanagement zum Leben erwecken
6.1 Der Auftraggeber
6.2 Das Lenkungsteam
6.3 Die Linienvorgesetzen
6.4 Der Projektleiter
6.5 Die Projektmitarbeiter
6.6 Die richtige Größe des Projektteams
6.7 Die richtige Projektorganisation
6.8 Die Kommunikation zwischen den Projektbeteiligten

7. Erfolgsfaktor Projekteffizienz-Projekte richtig angehen
7.1 Die Auftragsklärung
7.2 Der richtige Projektstart
7.3 Die Projektplanung
7.4 Die regelmäßige Kommunikation mit dem Lenkungsteam
7.5 Der richtige Projektabschluss- aus den Erfahrungen lernen

8. Erfolgsfaktor Projektleitung- Führungsverhalten und Instrumente
8.1 Die Erwartungen an den Projektleiter und dessen Verantwortung
8.2 Das richtige Führungs-, Rollenverständnis des Projektleiters
8.3 Die Aufgabe des Projektleiters
8.4 Auswahl des richtigen Projektleiters
8.5 Die Führungsinstrumente des Projektleiters
8.6 Die Zusammenarbeit im Team
8.7 Der Umgang des Projektleiters mit pathologischer Unternehmenskultur
8.8 Der Projektmanagement-Check für Projektleiter

9. Gelebtes Projektmanagement- wie Sie sicherstellen, dass Ihr Projektmanagement auch gelebt wird
9.1 Prozessorientiertes Vorgehen- gelebtes Projektmanagement als Projekt
9.2 Analyse und Diagnose
9.3 Commitment des Managementteams
9.4 Beschreibung des Grobkonzepts und der Mindeststandarts
9.5 Einsicht bei allen Führungskräften erzeugen
9.6 alle laufenden Projekte nochmals auf den Prüfstand
9.7 Einen Projektmanagementverantwortlichen installieren
9.8 Alle Projektleiter ausbilden
9.9 Regelmäßige Projektreviews durchführen
9.10 Leistungsbeurteilung für Projektmitarbeiter

10 Zu guter Letzt


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Product Details
  • ISBN-13: 9783527502554
  • Publisher: Wiley-VCH Verlag GmbH
  • Publisher Imprint: Blackwell Verlag GmbH
  • Height: 240 mm
  • No of Pages: 215
  • Spine Width: 170 mm
  • Weight: 539 gr
  • ISBN-10: 3527502556
  • Publisher Date: 06 Jun 2007
  • Binding: Hardback
  • Language: German
  • Returnable: Y
  • Sub Title: Mit sozialer Kompetenz die Ziele erreichen
  • Width: 22 mm


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