People in project management
The success of project management is highly dependent on the people involved in running and operating such projects. To a large extent people are the key element and yet so many books concentrate on methods, tools and computing capability.This new book - which stems from the third edition of the Gower Handbook of Project Management - focuses entirely on the soft skills of project management.It considers human resource management in the project-based organization as well as issues of competence development, creating effective teams, the role of stakeholders, the management of conflict and learning for project management.Importantly the authors also explore the impact of different cultures and ethical standards of project managers.
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Managing human resources in the projectbased organization
Continuity and change in people management
Approaches to defining competence
19 other sections not shown
achieve assessment and development attitudes behaviour benchmarking Capability Maturity Model certification Chapter Chris Mills client communication companies competence development competency model competency standards conflict core corporate defined describe development of project emphasis employees engineering ensure environment ethical example experience experiential learning Figure functional global goals Henley Management College identify important industry influence International Project Management issues key stakeholders knowledge leadership Lynn Crawford management culture maturity model National Vocational Qualifications organizational organizational learning outcome performance pm competence pm process PMBOK potential practices procedures programmes project leader project management competence Project Management Institute project management maturity project management professional project organization project personnel project stakeholders project success project team members project-based firms project-based organizations qualifications relationships responsibility role selection skills specific stakeholder management strategy suppliers task theory Tony Reid traditional transactional leadership understanding values