People in Project Management
John Rodney Turner
Gower, 2003 - Business & Economics - 179 pages
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.
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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