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2023 | Buch

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Project Management Handbook

Agile – Traditional – Hybrid

verfasst von: Jürg Kuster, Christian Bachmann, Mike Hubmann, Robert Lippmann, Patrick Schneider

Verlag: Springer Berlin Heidelberg

Buchreihe : Management for Professionals

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

This practical handbook offers a comprehensive guide to efficient project management. It pursues a broad, well-structured approach, suitable for most projects, and allows newcomers, experienced project managers, and decision-makers to find valuable input that matches their specific needs. The Project Management Compass guides readers through various sections of the book; templates and checklists offer additional support. The handbook’s innovative structure combines concepts from systems engineering, management psychology, and process dynamics. This international edition will allow to share the authors' experience gained in many years of project work and over thousands of project management and leadership seminars conducted for BWI Management Education in Zurich, Switzerland.

This second, entirely revised edition of the Project Management Handbook is based on the fundamentals of the previous standard work and is aligned with the German 5th edition. It now covers a large number of new or updated topics. This work has also been updated to help with the IPMA certification and offers a comprehensive reference table for all competence elements of the Individual Competence Baseline of IPMA® (ICB4).

Inhaltsverzeichnis

Frontmatter

1. Introduction

Abstract

In this chapter, the authors Jürg Kuster, Christian Bachmann, Mike Hubmann, Robert Lippmann, and Patrick Schneider give an introduction to modern project management and place it in a leadership context. Agile project management is treated on an equal footing with traditional project management and both the similarities and differences are explained. Based on agile and traditional methods, hybrid process models are presented and their areas of application explained. The success of complex, interdisciplinary projects requires an increasingly wide-ranging set of competences, especially from the project manager. For this reason, the authors connect the methodological principles to the people who implement the project in the team. The levels “methodology”, “people”, and “team” interact with each other. This chapter provides a solid foundation in order to effectively combine the mentioned aspects for successful project management. Standards and certification options such as IPMA, PMI, Prince2, and Hermes are also presented.

Jürg Kuster, Christian Bachmann, Mike Hubmann, Robert Lippmann, Patrick Schneider

2. Methodology

Abstract

In this chapter, the authors Jürg Kuster, Christian Bachmann, Mike Hubmann, Robert Lippmann, and Patrick Schneider provide the reader with a comprehensive introduction to the methodology used for successful project management. Along with the most important project phases, the relevant procedures, methods, and tools are explained for both agile and traditional project management, set in relation to each other, and illustrated with practical examples. In this Project Management Handbook, the traditional and agile approaches are not treated separately. In the sense of hybrid project management, the elements of the traditional and agile approach are explained and deepened on the basis of the phases of traditional project management (project commissioning, initialisation, concept, realisation, and introduction). Hybrid project management leaves open how the elements of the traditional and agile approaches are combined. This chapter deals with this question in depth.

Jürg Kuster, Christian Bachmann, Mike Hubmann, Robert Lippmann, Patrick Schneider

3. Human

Abstract

In project management, people are players. By definition, several such players work together in projects and communicate with each other. Therefore, it is important to understand people better in order to provide them with the appropriate framework conditions so that they may develop their full potential in project work and interaction, thereby delivering the expected performance. The authors Jürg Kuster, Christian Bachmann, Mike Hubmann, Robert Lippmann, and Patrick Schneider examine the human performer from various angles that are important for successful project management.

In Taylorism, the human being was supposed to function like a machine. But we now know that man is not a rational being and cannot be explained purely on the basis of cause-and-effect relationships. Instead, humans are highly complex beings with identities strongly shaped by their environment, having a brain that changes shape throughout their lives (neuroplasticity).

Project work is always a personal experience that is marginal, as innovation has to be created within limited resources. This chapter explains the basic features of the modern view of man, the topics of stress and change, flow, as well as motivation and meaning. These form the basis for self-management, which aims at achieving a self-directed and self-responsible development of personal life. This chapter concludes with aspects of self-responsible further development and a description of the basics of interpersonal communication.

People are always the same whether they are working in traditional or agile project management. The explanations in this chapter refer to both approaches.

Jürg Kuster, Christian Bachmann, Mike Hubmann, Robert Lippmann, Patrick Schneider

4. Leadership

Abstract

The complexity of today’s projects requires interdisciplinary cooperation in the majority of cases. In order for this to succeed, the project manager needs a healthy amount of leadership competence to give his team the right impulses, both in the agile and in the traditional approach.

In this chapter, the authors Jürg Kuster, Christian Bachmann, Mike Hubmann, Robert Lippmann, and Patrick Schneider cover the relevant aspects of leadership in a project, such as agreeing on tasks, competence and responsibility, motivation, effective delegation, as well as dealing with power and authority. Other aspects such as self-organisation or the central competence of negotiation are also covered in depth. The topics are structured according to their relevance for the agile and the traditional approach.

Jürg Kuster, Christian Bachmann, Mike Hubmann, Robert Lippmann, Patrick Schneider

5. Teams

Abstract

In order for cooperation to succeed, every team needs to be set up like a football team. In project management, this is done by means of role clarification. As a non-trivial system, people have to be able to partially give up being in control of themselves in this process and make their own interests and convictions subordinate to the common goals.

In this chapter, the authors Jürg Kuster, Christian Bachmann, Mike Hubmann, Robert Lippmann, and Patrick Schneider deal with fundamental aspects of teams and groups and the inner dynamics that can unfold during project work. The focus lies on procedures facilitating successful role clarification, on how the principles of positive psychology can have an effect on a team, and what the characteristics of a high-performance team are. The chapter concludes by describing change and resistance as well as by taking a comprehensive in-depth look at conflict management and crises. The topics are structured according to their relevance for the agile and the traditional approach.

Jürg Kuster, Christian Bachmann, Mike Hubmann, Robert Lippmann, Patrick Schneider

6. Reference List for the Individual Competence Baseline (ICB) from IPMA (International Project Management Association)

Abstract

This chapter is a cross reference between the Individual Competence Baseline (ICB) of the IPMA (International Project Management Association) and the contents of this “Project Management Handbook”. IPMA structures the necessary competences for project management on the basis of the “Eye of Competence”. This referencing supports those who are aiming to get an IPMA certification.

The Project Management Handbook, written by the authors Jürg Kuster, Christian Bachmann, Mike Hubmann, Robert Lippmann, and Patrick Schneider, covers the various competences needed in project management and it has not been configured around a defined process-oriented framework.

The referencing can also be applied mutatis mutandis to the two Swiss ICB for programme management and portfolio management. However, the adaptation to programme management and portfolio management has to be realised by the reader.

Jürg Kuster, Christian Bachmann, Mike Hubmann, Robert Lippmann, Patrick Schneider

Backmatter

Titel: Project Management Handbook
verfasst von: Jürg Kuster
Christian Bachmann
Mike Hubmann
Robert Lippmann
Patrick Schneider
Verlag: Springer Berlin Heidelberg
Electronic ISBN: 978-3-662-66211-3
Print ISBN: 978-3-662-66210-6
DOI: https://doi.org/10.1007/978-3-662-66211-3

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Über dieses Buch

Inhaltsverzeichnis

Frontmatter

1. Introduction

2. Methodology

3. Human

4. Leadership

5. Teams

6. Reference List for the Individual Competence Baseline (ICB) from IPMA (International Project Management Association)

Backmatter

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