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Agile Project Management: Essentials from the Project Management Journal

Book Description

The development of the Agile Movement, whatever the area of application or discipline, comes from the famous "faster, cheaper, better" maxim. As such, the agile manufacturing paradigm rests on four principles: response to change and uncertainty, supplying highly customized products, synthesis of diverse technologies, and intra-enterprise and inter-enterprise integration.

For the reader interested in agile project management applications, response to changes, and transformations and its impact on managing projects, this book is a must-read. Various insights are covered, including:

  • how to master complexity and changes in projects, economy, and society;

  • how interaction between the project management team and project owners can influence risk management;

  • how to move beyond the traditional mechanistic project management approach;

  • how to include agile principles into an improved Logical Framework Analysis structure;

  • what the impact is of agile principles on project management organizations

  • what kind of innovative project management practice supports agile principles;

  • and much more.

Table of Contents

  1. Cover
  2. Introduction
    1. References
  3. Mastering Complexity and Changes in Projects, Economy, and Society via Project Management Second Order (PM-2)
    1. The Challenge for an Advanced Understanding of Project Management
    2. The Research Program “Beyond Frontiers of Traditional Project Management”
    3. Limits of Traditional Project Management
    4. The Genesis of Project Managements to PM-2
    5. Research Results for the Basic Concept of PM-2
    6. The Creation of a Systemic Architecture and Process Model of PM-2
    7. Potential Use of PM-2
    8. Implementation of PM-2 in Different Project Types
    9. Principles, Methods, and Processes in PM-2
    10. Demonstration and Verification—PM-2 in “Real Life” Today
    11. The Future—Integration Aspects of PM-2, CPMCS, MUPEC, ICB3, and PMI Standards
    12. Conclusions and Perspectives
    13. Acknowledgment
    14. References
  4. How Project Manager–Project Owner Interaction Can Work Within and Influence Project Risk Management
    1. Objective
    2. Some Basic Challenges Regarding Project Ownership and Risk Management
    3. Research Approach
    4. Results and Discussion
    5. Summary of Results
    6. Conclusions, Contributions, and Further Research
    7. References
  5. Managerial Complexity in Project-Based Operations: A Grounded Model and Its Implications for Practice
    1. Introduction
    2. Background
    3. Complexity in Projects
    4. Methodology
    5. Results
    6. Implications
    7. Summary and Conclusions
    8. References
  6. Beyond Frontiers of Traditional Project Management: An Approach to Evolutionary, Self-Organizational Principles and the Complexity Theory—Results of the Research Program
    1. Introduction
    2. Advanced Challenges and Requirements for Project Management, Based on the Irreversible, Nonlinear, System-Structuring Change in Nature, Society, and Economy
    3. Fundamental Changes in Sciences as New Advantages for Project Management
    4. The Challenges and Requirements for an Advanced Understanding of Project Management
    5. Frontiers of Traditional Project Management to Solve These Advanced Requirements
    6. Scope and Methodology of the Research Program “Beyond Frontiers of Traditional Project Management”
    7. Results of the Research Projects, Briefly Presented
    8. Evolution First Order and Its Impact on Project Management Methods and Processes
    9. Management of Crisis: Turn a Change to Advantage or Risk Assurance?
    10. The Highlighted Result of the Research Program: The Outlined Formulation of Project Management Second Order (PM-2) as a New Paradigm in Project Management
    11. Final Conclusions
    12. Acknowledgments
    13. References
  7. The Logical Framework Approach–Millennium
    1. Introduction
    2. Literature Review
    3. Research Objective
    4. The Logical Framework Approach–Millennium
    5. Case Studies
    6. Conclusion
    7. References
  8. Exploring PMOs Through Community of Practice Theory
    1. Introduction
    2. Missing Links in PMO Performance
    3. Managing Situated Learning: The Governance Challenge
    4. Research Design
    5. Preliminary Results From a Health Care Case Study
    6. Discussion and Conclusion
    7. References
  9. Lagomizing, Organic Integration, and Systems Emergency Wards: Innovative Practices in Managing Complex Systems Development Projects
    1. Introduction
    2. Linking Projects With Innovation
    3. Innovative Approaches to Project Management
    4. Complex Systems Development: Three Challenges
    5. Research Methodology and Empirical Foundations
    6. The Features of a Neo-Realistic Approach
    7. Lagomizing Project Management: Top-Down Reduction of Project Scope and Complexity
    8. Organic Integration: Nothing Is Right From the Beginning and Traditional Project Plans Are Never Sufficient
    9. The Systems Emergency Ward: When Errors Are Layered, They Can Easily Overwhelm the Project
    10. Theoretical Interpretations of a Neo-Realistic Approach to Project Management
    11. Concluding Discussion and Implications
    12. References
  10. Counteracting Free-Riding With Team Morale—An Experimental Study
    1. Introduction
    2. Theoretical Foundations and Hypotheses
    3. Research Design
    4. Results
    5. Summary and Discussion
    6. References
    7. Appendix
  11. Do Project Managers’ Leadership Competencies Contribute to Project Success?
    1. Introduction
    2. Method
    3. Results
    4. Discussion
    5. Summary and Conclusions
    6. References
  12. Aim, Fire, Aim—Project Planning Styles in Dynamic Environments
    1. Introduction
    2. Method
    3. Results and Discussion
    4. Limitations and Directions for Future Research
    5. Conclusion
    6. References
  13. Government and Governance: The Value of Project Management in the Public Sector
    1. Introduction
    2. Project Management in the Public Sector
    3. Governance in the Public Sector
    4. The Government Context
    5. The Value of Project Management in the Government Context
    6. Research Methodology
    7. Case Descriptions
    8. Comparing the Four Cases
    9. Public-Sector Governance and the Value of Project Management
    10. Conclusions
    11. Acknowledgments
    12. References
  14. Project Management for New Product Development
    1. Introduction
    2. Definition of the Problem Scope
    3. Description of Process and Results
    4. Results
    5. Discussion
    6. Conclusions
    7. References
  15. The Dynamics of Collaboration in Multipartner Projects
    1. Introduction
    2. Interorganizational Collaboration in Projects
    3. Research Question and Research Method
    4. Knowledge-Integration Capability
    5. Project-Collaboration Quality
    6. Collaboration Outcomes
    7. Collaboration Antecedents and Project-Collaboration Quality
    8. Knowledge-Integration Capability and Collaboration Outcomes
    9. Project-Collaboration Quality and Knowledge-Integration Capability
    10. Synthesis
    11. Mechanisms for Improving Knowledge-Integration Capability and Project-Collaboration Quality
    12. Conclusions and Limitations
    13. Agenda and Future Research
    14. References
    15. Appendix
  16. Project Portfolios in Dynamic Environments: Sources of Uncertainty and Sensing Mechanisms
    1. Introduction
    2. Project Portfolio Management
    3. Risks, Changes, Deviations, Unexpected Events, and Uncertainty
    4. Conceptual Framework
    5. Methodology
    6. Preliminary Findings
    7. Discussion
    8. Conclusion
    9. References
  17. Project Management and High-Value Superyacht Projects: An Improvisational and Temporal Perspective
    1. Introduction
    2. Literature Review
    3. Methodology
    4. Findings
    5. Discussion
    6. Conclusions
    7. References
  18. Ambidexterity as a Competence of Project Leaders: A Case Study From Two Polar Expeditions
    1. Introduction
    2. Project and Ambidexterity
    3. Methodology
    4. Presentation of the Two Expeditions
    5. Management Modalities Used in a Critical Situation Within Each Expedition
    6. Conclusion
    7. References