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Es gibt viele Projekte, die nicht nur für schlechtes Projektmanagement bekannt sind, sondern auch für mangelhafte Information und Kommunikation – prominentestes Beispiel ist wohl der Flughafen Berlin Brandenburg.<br> <br> Tatsächlich ist aktive und reaktive Projekt-PR ein wichtiger Erfolgsfaktor im Projektmanagement, völlig unabhängig von der Größe des Projekts. Verantwortlich dafür ist der Projektmanager, gemeinsam mit allen, die Verantwortung für die Planung, Finanzierung und Ausführung eines Projekts tragen. Nur mittels regelmäßiger effektiver und effizienter Information und Kommunikation können sie mehr Offenheit im Projektumfeld erreichen und das Vertrauen der Öffentlichkeit und der Projektbeteiligten gewinnen. Damit das funktioniert, sind alle Beziehungen im Zusammenhang mit dem Projekt – zum Auftraggeber, den Stakeholdern, Mitarbeitern, Lieferanten, Partnern und selbstverständlich zur Öffentlichkeit – immer wieder umfassend zu analysieren, fortwährend zu verbessern und bei Bedarf neu zu gestalten.<br> Das Buch beschreibt das ganzheitliche Beziehungsmanagement im Rahmen von Projekten und erläutert, warum Projektmanager ihr Projekt auch vermarkten und verkaufen müssen und wie sie damit einen wesentlichen Beitrag für das Image des Projekts und ihres Unternehmens oder ihrer Organisation leisten.<br> <br> Der Autor beginnt bei der Konzeption der PR-Arbeit, zeigt die Bedeutung der PR in Bezug auf den Kunden, beschreibt die betreffenden Verantwortlichkeiten im Projekt sowie die klassische Medienarbeit in Presse, Rundfunk und Fernsehen und schließt mit Content-Strategien, dem Einsatz von Social Media im Rahmen der Projekt-PR sowie praktischen Checklisten..

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For firms and other organizations, innovation has become a means of anticipating and managing major changes in their external context and overcoming societal challenges such as sustainable development. As a result, they must innovate repeatedly and continuously.

This book explores the multiple facets of innovation project management, defined as the set of activities implemented to bring into being and successfully complete one or several innovation projects. It combines research experience, in cooperation with practitioners, and a theoretical, transversal and global overview inspired from different research streams. The author develops methodologies and frameworks that might be put into practice, provides a case study of research conducted with an air systems manufacturing firm, and outlines avenues for further reflection on innovation project management practice improvement.

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The first book demonstrating how to apply the principles of social network analysis to managing complex projects

This groundbreaking book gets project managers and students up to speed on state-of-the-art applications of social network analysis (SNA) for observing, analysing, and managing complex projects. Written by an expert at the leading edge of the SNA project management movement, it clearly demonstrates how the principles of social network analysis can be used to provide a smarter, more efficient, holistic approach to managing complex projects.

Project managers, especially those tasked with managing large, complex construction and engineering projects, traditionally have relied upon analysis and decision-making based upon hierarchical structures and vaguely defined project systems, much of which is borrowed from historic scientific management approaches. However, it has become apparent that a more sophisticated methodology is required for observing project systems and managing relationships with today’s more knowledgeable and demanding clients. Social network analysis (SNA) provides just such an approach. Unfortunately, existing books on social network analysis are written primarily for sociologists and mathematicians, with little or no regard for the needs of project managers – until now. The first and only book of its kind, Managing Networks in Project-Based Organisations: 

Offers a framework and a fully-developed approach to applying SNA theory and methodologies to large, complex projects Describes highly effective strategies and techniques for managing the iterative and transient relationships between network-defining actor roles involved in the delivery of complex projects Uses numerous real-world examples and case studies of successful applications of SNA to large-scale construction and engineering projects around the world Draws on its author’s decades of experience managing complex projects for demanding clients, as well as his extensive academic research in Project Management Managing Networks in Project-Based Organisations is an important working resource for project management professionals and consultants, especially those serving the construction and engineering industries. It is also an excellent text/reference for postgraduate students of project management and supply chain management, as well as academic researchers of project management.

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Ein Projektleiter muss nicht nur Methoden und Prozesse beherrschen, sondern darüber hinaus eine hohe Kompetenz im Umgang mit unerwarteten, neuen und kritischen Situationen besitzen. Über diese Herausforderungen geht es in diesem Buch: über die Lust am Projekt und die Kreativität, die nötig ist, um Projekte zu führen und zu einem guten Abschluss zu bringen. Erfahrene Projektmanager berichten von spannenden Aufgaben in verschiedensten Ländern, aus ihrem täglichen Leben als Projektmanager und über ihre persönlichen Erfahrungen und Lerneffekte.<br> Leser erleben die Faszination des Berufsbilds «Projektmanager», das auch bedeutet, sich immer wieder auf neue Anforderungen einzulassen. Sie bekommen Ideen, wie menschliche, kulturelle, organisatorische, finanzielle, bürokratische oder andere Hürden überwunden werden können.<br> Nicht nur die klassischen Projektmanager – Ingenieure und Kaufleute -, sondern auch Juristen oder Wirtschaftsingenieure, die in Projekten arbeiten oder sich für die Projektarbeit interessieren, erhalten mit diesem Buch Inspiration, wie sich persönliches Engagement und fachliche, organisatorische und soziale Kompetenzen zu einem einzigartigen Beruf verbinden lassen.<br>

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Beschädigungen der Oberfläche bis hin zu Glasbruch sind nicht immer einfach zu beurteilen. Ohne entsprechende Erfahrung ist eine sorgfältige, eindeutige Ursachenzuordnung nicht immer möglich. Um die vorhandenen Erfahrungen auch anderen Glasfachleuten weiterzugeben, wurde dieses umfassende Buch ? Glasbeschädigungen und Glasbr?uch und deren Ursachen geschrieben, das weit über das bisher Erarbeitete und Veröffentlichte hinausgeht. Innerhalb der 4., wesentlich erweiterten Auflage wurden über 120 farbige Bilder zu Glasschäden und Oberflächenbeschädigungen aufgenommen. Das nunmehr vorliegende, umfassende Nachschlagewerk dient Glasfachleuten insbesondere zur · exakten Bestimmung der Ursachen für beschädigungen und Glasbruch, · korrekten Beurteilung und eindeutigen Zuordnung der Schadensursachen, · sicheren Anwendung der theoretischen Grundlagen in der Praxis. Das umfangreiche Bildmaterial des Autors und weiterer Sachverständiger ermöglcht somit nicht nur eine genaue Beurteilung der Schadensursachen – darüber hinaus dient es zu einem besseren Verständnis der Eigenschaften, Eigenarten und Schadensbilder von Glas.

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Agile is broken.

Most Agile transformations struggle. According to an Allied Market Research study, «63% of respondents stated the failure of agile implementation in their organizations.» The problems with Agile start at the top of most organizations with executive leadership not getting what agile is or even knowing the difference between success and failure in agile.

Agile transformation is a journey, and most of that journey consists of people learning and trying new approaches in their own work. An agile organization can make use of coaches and training to improve their chances of success. But even then, failure remains because many Agile ideas are oversimplifications or interpreted in an extreme way, and many elements essential for success are missing. Coupled with other ideas that have been dogmatically forced on teams, such as «agile team rooms», and «an overall inertia and resistance to change in the Agile community,» the Agile movement is ripe for change since its birth twenty years ago.

"Agile 2″ represents the work of fifteen experienced Agile experts, distilled into Agile 2: The Next Iteration of Agile by seven members of the team. Agile 2 values these pairs of attributes when properly balanced: thoughtfulness and prescription; outcomes and outputs, individuals and teams; business and technical understanding; individual empowerment and good leadership; adaptability and planning. With a new set of Agile principles to take Agile forward over the next 20 years, Agile 2 is applicable beyond software and hardware to all parts of an agile organization including «Agile HR», «Agile Finance», and so on.

Like the original «Agile», «Agile 2», is just a set of ideas – powerful ideas. To undertake any endeavor, a single set of ideas is not enough. But a single set of ideas can be a powerful guide.

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Many of the books on construction risk management concentrate on theoretical approaches to the accurate assessment of the overall risks of taking on a new project. Less attention is paid to the typical risks to which the operational level of a project is exposed and how operational managers should approach those risks during project implementation. This book identifies precisely where the major EPC/Design-Build risks occur within an operational framework and shows how best to deal with those risks. The book attempts to offer practical advice, approaches and tools for dealing with risks to which the various operational departments are exposed.

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A practitioner-focused guide featuring tools, models, and experience from the front lines of sustainability management on major projects

With the growing need for sustainability management on large resource, infrastructure and power projects, this book provides project teams and sustainability practitioners with the practical advice, tools, and resources they need to create better projects. It offers extensive guidance for integrating sustainability into project design, planning and delivery. In each chapter, the authors provide invaluable sustainability management strategies and sample tools for project execution plans, engineering decision-making, stakeholder engagement tracking, logging commitments and follow-up actions, permit tracking, and construction management. 

Integrating Sustainability into Major Projects: Best Practices and Tools for Project Teams begins by introducing readers to the topic, as well as the common terminology. It then offers readers an overview of major projects, covering types of projects and project structures, the key players, and how to understand and manage different perspectives of time and space. Next, it looks at standards and guidelines, followed by chapters on: Project Management; Managing Risk and Opportunity; Sustainability Management Tools; Approvals and Permits; Design; Procurement; Construction Management; Commissioning; and more. This book: 

Provides analysis tools and resources that practitioners and project teams can use to successfully integrate and manage sustainability into major project design and delivery including industrial, resource, power, and infrastructure projects; Guides readers on how to work with local communities, engage with stakeholders and develop sustainability programs that support project financing; Includes case studies, lessons learned and expertise from a wide range of actual major projects and the authors' professional experiences with integrating sustainability; Leads practitioners through the major project types and their typical components, structure, and timelines, and demonstrates how sustainability can be effectively integrated into each type of major project. Integrating Sustainability into Major Projects provides the tools project teams need to successfully integrate sustainability into project design and management, making it an ideal tool for project teams and sustainability practitioners working on major resource, power, or infrastructure projects. It will also benefit project owners, organizational leaders, project finance professionals, government regulators and graduate students in engineering, project management, sustainability management, or environmental design and architecture.