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Table of Contents

Cybernetic approach to management , or so called hard systems approach , treats the company, or in fact any organization, as a stand-alone system, having the following features:. Treating the company as a standalone system allows the in-depth interpretation of the information and decision-making process carried out by the appropriate organizational units and positions. The purpose of this process is the appropriate control and regulation of processes in the enterprise. Not logged in Talk Contributions Create account Log in.

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BOOK Lent 13 Cybernetic Approach to Project Management

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Categories Systems theory. Namespaces Page Discussion. Cybernetic approach to management Primary topic Basic concepts Related topics System Diagnostic approach System approach Theory of management Methods and techniques Decision tree Strategic IT System Strategic information system Cybernetic approach to management , or so called hard systems approach , treats the company, or in fact any organization, as a stand-alone system, having the following features: The ability to self-steering and self-organization, Maintaining a steady state, i.

The unique nature of projects creates always organizational or technical problems. These shall be systematically solved along the proposed method. The techniques of information acquisition, solution search and solution assessment and selection, in particular Functional Value Analysis, FVA, are presented. Subsequently the risk detection system shall be conceived.

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The risk handling strategies: avoidance, reduction, sharing and retention, called also ACAT US defense industrial procurements are presented. Praxis biased risk identification and risk assessment techniques extended with the assessment of the precautionary measures along Cost-Benefit-Analysis CBA and subsequent ABC-Analysis are practical tools of project management. Change management may decide about the fate of a project Change management process shall secure the coordinated efficient evaluation and cost efficient implementation of the changes necessary for the final project results delivery up to order with configuration update which secure future operations.

The process of change handling entity: recommended Change Management Board CMB shall consciously evaluate all change requests, group them, initiate the competent evaluation of costs and impact, if justified — realize the changes and control their implementation. Change Management process is also the only one to fully control and update the configuration.

The integration is the real test of the usability of the products, elaborated in a project. Three Ps define the integration: Product integration — most casual, Process integration — only recently considered as mandatory in project course and People integration — where the personality and motivation of prospective users might decide about the fate of the project.

Two separate phases of integration are to be carefully planned: implementation of the project product and the migration from the current situation. Structured tests, fall-back scenarios and operations and maintenance plan increase the probability of successful implementation.

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Techniques of system monitoring, diagnosis, and protocol analysis support the sustainable product integration. Trainings and workshops, e-learning, coaching, floor-walking and super user-deployment aid the process and people integration. Stakeholder communication is a critical mission. The knowledge management system includes the behavioural rules for the project team and the technical preposition for workflow support, documents repository and retrieval. The unique scheme of project-specific project management handbook development is stepwise introduced.

The process of Documentation Management is aimed to secure the financially efficient service and operation of the project products and to ensure the fullest users acceptance of the recipient conforming documentation. Documents elaboration begins in the very first project stage and through all the project processes. This recipient circle distinguishes the documentation management from the project team oriented knowledge management. The similar technical provisions such as Document Management System DMS , data repository and retrieval tools might be applied as in the knowledge management process.

Balanced Scorecard is for integral and overall assessment of the whole project comprising of the current project results and the project course. It is the only process which in a balanced way integrates all the project impact factors and allows the comprehensive overall project evaluation.

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An example of project balanced scorecard is given. Human Resource Management targets the best possible assignment of role owner to the specific project role, monitoring of personal needs and performance and suitable action upon need of role owner. Personal needs are viewed through Herzberg and Maslow hierarchies, the productivity through the motivation theories and productivity flow channel.

Metaplan techniques for evaluation of role owner candidates allows objective and weighted decision making. Team management process comprises team building activities, verification and team performance improvement procedures and team culture adjustments. The social networks, group and team are mapped onto the Theme Centred Interaction Model.

Cybernetic Approach to Project Management

The Tuckman group dynamics process forms a base for team building procedures. An impact of team building process and team cohesion on performance is further considered. Johari Window and Partnering Charter are techniques recommended in team management process pursuing. Conflicts are immanent to any group striving to reach a common goal. Project manager shall acquire the knowledge of what are the symptoms of emerging conflicts, how and where to do the emergence and how to approach the effective solutions.

Glasl conflicts dynamics helps to identify the conflict solution potential.

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Feasible conflict solutions and type strategies are analysed. Further the role of feedback, constructive dispute and negotiations in successful conflict resolution is presented here.

Cybernetic Approach to Project Management | Bogdan Lent | Springer

Communication serves primarily to reach the project objectives. The dynamic model of Berne Transactional Analysis TA serves the purpose of the analysis and controlled behaviour. An impact of informal roles, medium channel visual, auditive, kinaesthetic and cultural dimensions context, procedural, socio-technical and spatial on communication is further considered. The receiver perception, viewed through the Schulz von Thun four-ear-model and receiver distortions are treated. The role of integral humanism is underlined.

EU and PMI ethics charts are briefed. The role of balanced goals and personal performance as projected on numerous sources.