This concise text introduces an integrated view of all project management-related activities in an organization, called Organizational Project Management (OPM). Practical cases from several organizations, as well as popular theories such as the Resource-Based Theory and Institutional Theory provide for an insightful yet realistic understanding of OPM as an integrative tool for organizations to improve their efficiency and effectiveness.
This book describes balanced leadership in projects. Based on an award winning global program of research studies on leadership reality in projects, this book shows that leadership changes constantly and is not as static as existing literature may suggests. Instead, leadership in projects is dynamically shifted between project managers, individual team members, and subteams, all balanced in situational contingency. Their leadership may be exercised through a vertical, horizontal, shared, or distributed leadership approach. However, it is balanced leadership that ensures the best suitable leadership approach is used in any given situation. For that, the book presents a project-specific leadership approach called horizontal leadership, a theory of balanced leadership, and the five building blocks that enable balanced leadership. These are nomination of team members, identification of potential leaders, selection and empowerment of leaders, empowered leadership and its governance, as well as leadership transition. Emphasis is also given to the coordination of these building blocks through the socio-cognitive space, shared by project manager and team. The book finishes with three real-life case studies that exemplify how balanced leadership unfolds in projects"--
Researchers from across the world and in a variety of disciplines have become interested in describing and understanding the phenomenon of distributed projects and teams. This study aims to measure the extent to which some dimensions of the decision-making process are valued and used by distributed teams, as well as the influence of certain contextual variables. The proliferation of geographically dispersed teams is, of course, related to the explosive development of information and communication technologies (ICT), and particularly technologies related to the Internet. Now that these technologies are performing better and becoming more accessible, companies no longer seem to be challenged by the barrier of distance.
In Shakespeare in Québec, Jennifer Drouin analyses representations of nation and gender in Shakespearean adaptations written in Québec since the Quiet Revolution. Using postcolonial and gender theory, Drouin traces the evolution of discourses of nation and gender in Québec from the Conquest of New France to the present, and she elaborates a theory of adaptation specific to Shakespeare studies. Drouin's book explains why Québécois playwrights seem so obsessed with rewriting le grand Will, what changes they make to the Shakespearean text, and how the differences between Shakespeare and the adaptations engage the nationalist, feminist, and queer concerns of Québec society. Close readings from ten plays investigate the radical changes to content that allowed Québécois playwrights to advocate for political change and contribute to the hot debates of the Quiet Revolution, the 1970 October Crisis, the 1980 and 1995 referenda, the rise of feminism, and the emergence of AIDS. Drouin reveals not only how Shakespeare has been adapted in Québec but also how Québécois adaptations have evolved in response to changes in the political climate. As a critical analysis in English of rich but largely ignored French plays, Shakespeare in Québec bridges Canada's two solitudes.
The world of insects is at once beneath our feet and unfathomably alien. Small and innumerable, insects surround and disrupt us even as we scarcely pay them any mind. Insects confront us with the limits of what is imaginable, while at the same time being essential to the everyday functioning of all terrestrial ecosystems. In this book, the philosopher and historian of science Jean-Marc Drouin contends that insects pose a fundamental challenge to philosophy. Exploring the questions of what insects are and what scientific, aesthetic, ethical, and historical relationships they have with humanity, he argues that they force us to reconsider our ideas of the animal and the social. He traces the role that insects have played in language, mythology, literature, entomology, sociobiology, and taxonomy over the centuries. Drouin emphasizes the links between humanistic and scientific approaches—how we have projected human roles onto insects and seen ourselves in insect form. Caught between the animal and plant kingdoms, insects force us to confront and reevaluate our notions of gender, family, society, struggle, the division of labor, social organization, and individual and collective intelligence. A remarkably original and thought-provoking work, A Philosophy of the Insect is an important book for animal studies, environmental ethics, and the history and philosophy of science.
Taking an innovative look at how megaprojects are managed, including the important Why, What, Who and How elements, this insightful Advanced Introduction is enhanced with case studies of megaprojects from across the globe. Throughout, the authors highlight the fundamental issues in an accessible format, such as why megaprojects are undertaken, what their challenges are, how to market projects and who deals with stakeholder engagement. It also investigates key areas such as governance, management, contractual and decision-making issues.
This concise text introduces an integrated view of all project management-related activities in an organization, called Organizational Project Management (OPM). Practical cases from several organizations, as well as popular theories such as the Resource-Based Theory and Institutional Theory provide for an insightful yet realistic understanding of OPM as an integrative tool for organizations to improve their efficiency and effectiveness.
A new theory of balanced leadership in projects Leadership is not static. Instead, authority in projects shifts dynamically between project managers, individual team members, and sub-teams, depending on the situation. Leadership may be exercised through a vertical, horizontal, shared, or distributed leadership approach. However, balanced leadership ensures the best suitable approach is used in any given situation. Based on an award-winning global program of research studies, Balanced Leadership is a thorough investigation of balanced leadership in projects. Ralf Müller, Nathalie Drouin, and Shankar Sankaran present a project-specific leadership approach as well as a theory of balanced leadership, and the situations in which different strategies are required. They also outline the five building blocks that enable balanced leadership: nomination of team members, identification of potential leaders, selection and empowerment of leaders, empowered leadership and its governance, and leadership transition. The book explains the coordination of these building blocks through the socio-cognitive space shared by project manager and team. Using real-life case studies and clear examples, this book offers a new way of considering and utilizing dynamic leadership in project settings.
Taking an innovative look at how megaprojects are managed, including the important Why, What, Who and How elements, this insightful Advanced Introduction is enhanced with case studies of megaprojects from across the globe. Throughout, the authors highlight the fundamental issues in an accessible format, such as why megaprojects are undertaken, what their challenges are, how to market projects and who deals with stakeholder engagement. It also investigates key areas such as governance, management, contractual and decision-making issues.
Researchers from across the world and in a variety of disciplines have become interested in describing and understanding the phenomenon of distributed projects and teams. This study aims to measure the extent to which some dimensions of the decision-making process are valued and used by distributed teams, as well as the influence of certain contextual variables. The proliferation of geographically dispersed teams is, of course, related to the explosive development of information and communication technologies (ICT), and particularly technologies related to the Internet. Now that these technologies are performing better and becoming more accessible, companies no longer seem to be challenged by the barrier of distance.
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