UID:
almahu_9949616043002882
Umfang:
1 online resource (208 pages)
ISBN:
9781394207862
,
1394207867
,
9781394207848
,
1394207840
Inhalt:
PROJECT BASED PROBLEM SOLVING AND DECISION MAKING A project manager's guide to solving complex project issues and making strategic decisions An everyday resource for project managers who are tasked with identifying and solving complex problems, Project Based Problem Solving and Decision Making offers valuable guidance on how to make informed decisions that move projects forward, provides project managers with expert advice for communicating clearly and effectively with team members and project stakeholders, and describes how to effectively lead project teams and empower team members to make strategic project decisions. Written by Dr. Harold Kerzner, bestselling author and one of the leading minds in project management, Project Based Problem Solving and Decision Making includes information on: Developing effective problem-solving and decision-making???important skills for professional project managers Leading teams, setting and achieving goals, and making sure that projects are completed on time and within budget Identifying and solving problems that arise during complex projects, and making informed decisions that move projects forward Using a project-based approach: breaking the project down into smaller, manageable??chunks and tackling each one separately Focusing on specific problems or decisions and implementing solutions tailored to the??specific needs of the project Project Based Problem Solving and Decision Making is an essential everyday resource for professional project managers, as well as students studying project management.
Anmerkung:
Preface -- About the Companion Website -- 1 Understanding the Concepts -- 1.0 The Necessity for Problem-Solving and Decision-Making -- 1.1 Problems and Opportunities -- 1.2 Research Techniques in the Basic Decision-Making Process -- 1.3 Facts About Problem-Solving and Decision-Making -- 1.4 Who Makes the Decision? -- 1.5 Information Overload -- 1.6 Getting Access to the Right Information -- 1.7 The Lack of Information -- Discussion Questions -- References -- 2 Understanding the Project Environment and the Impact on Problem Solving -- 2.0 Understanding the Project Environment -- 2.1 Project Versus Business Problem-Solving and Decision-Making -- 2.2 Problem-Solving and Decision-Making in the Project Management Environment -- 2.3 The Impact of Constraints on Project Problem-Solving and Decision-Making -- 2.4 The Impact of Assumptions on Project Problem-Solving and Decision-Making -- 2.5 Understanding the Project Environment's Complexities -- 2.6 Selecting the Right Project Manager -- 2.7 The Impact of the COVID-19 Pandemic on Project Management -- 2.8 Differences Between Program and Project Problem-Solving and Decision-Making -- 2.9 Problem-Solving in Matrix Management Organizational Structures -- 2.10 The Impact of Methodologies on Problem-Solving -- 2.11 The Need for Problem-Solving Procedural Documentation -- Discussion Questions -- References -- 3 Understanding the Problem -- 3.0 The Definition of a Problem -- 3.1 The Time Needed to Identify a Problem -- 3.2 Not All Problems Can Be Solved -- 3.3 The Complexities of the Problems -- 3.4 Techniques for Problem Identification -- 3.5 Individual Problem-Solving Conducted in Secret -- 3.6 Team Problem-Solving Conducted in Secret -- 3.7 Decisions That Can Convert Failures into Successes -- Discussion Questions -- References -- 4 Data Gathering -- 4.0 Understanding Data Gathering -- 4.1 Reasons for Data Gathering -- 4.2 Data-Gathering Techniques -- 4.3 Metrics and Early Warning Indicators -- 4.4 Questions to Ask -- 4.5 Establishing Structure for Data Gathering, Problem-Solving, and Decision-Making -- 4.6 Determining the Steps -- Discussion Questions -- 5 Meetings -- 5.0 Problem Analysis Characteristics -- 5.1 Real Problems Versus Personality Problems -- 5.2 Determining Who Should Attend the Problem-Solving Meeting -- 5.3 Determining Who Should Attend the Decision-Making Meeting -- 5.4 Creating a Framework for the Meeting -- 5.5 Setting Limits on Problem-Solving and Decision-Making -- 5.6 Identifying Boundary Conditions -- 5.7 Understanding How People React in Meetings -- 5.8 Working with Participants During the Meetings -- 5.9 Leadership Techniques During Meetings -- 5.10 Handling Problem-Solving and Decision-Making Conflicts -- 5.11 Continuous Solutions Versus Enhancement Project Solutions -- 5.12 Problem-Solving Versus Scope Creep -- 5.13 Problem-Solving and Decision-Making During Crisis Projects -- 5.14 Presenting Your Decision to the Customer -- Discussion Questions -- Reference -- 6 Developing Alternatives -- 6.0 Finding Alternatives -- 6.1 Variables to Consider During Alternative Analyses -- 6.2 Understanding the Features That Are Part of the Alternatives -- 6.3 Developing Hybrid Alternatives -- 6.4 Phantom Alternatives -- 6.5 Tradeoffs -- 6.6 Common Mistakes When Developing Alternatives -- 6.7 Decision-Making for Managing Scope Changes on Projects -- Discussion Questions -- Reference -- 7 Problem-Solving Creativity and Innovation -- 7.0 The Need for Problem-Solving Creativity -- 7.1 Creativity and Creative Thinking -- 7.2 Creativity and Innovation Thinking -- 7.3 Creativity, Innovation, and Value -- 7.4 Negative Innovation -- 7.5 Types of Innovation -- 7.6 Problem-Solving and Decision-Making Attributes That Are Difficult to Learn -- 7.7 Creativity Roadblocks -- Discussion Questions -- 8 Problem-Solving Tools and Techniques -- 8.0 Root Cause Analysis -- 8.1 General Principles of Root Cause Analysis -- 8.2 Corrective Actions Using Root Cause Analysis -- 8.3 Root Cause Analysis Techniques -- 8.4 Brainstorming -- 8.5 Rules for Brainstorming -- 8.6 Critical Steps in Brainstorming -- 8.7 Conducting the Brainstorming Session: The Process -- 8.8 Conducting the Brainstorming Session: Evaluation -- 8.9 Brainstorming Sessions: Nominal Group Technique -- 8.10 Brainstorming Sessions: Group Passing Technique -- 8.11 Brainstorming Sessions: Team Idea Mapping Method -- 8.12 Brainstorming Sessions: Electronic Brainstorming -- 8.13 Brainstorming Sessions: Directed Brainstorming -- 8.14 Brainstorming Sessions: Individual Brainstorming -- 8.15 Question Brainstorming -- 8.16 Reasons for Brainstorming Failure -- 8.17 Virtual Brainstorming Sessions -- Discussion Questions -- 9 Decision-Making Concepts -- 9.0 Decision-Making Alternatives -- 9.1 Decision-Making Characteristics -- 9.2 Decision-Making Participation -- 9.3 Understanding How Decisions Are Made -- 9.4 Cultures and Problem Solving -- 9.5 Routine Decision-Making -- 9.6 Adaptive Decision-Making -- 9.7 Innovative Decision-Making -- 9.8 Pressured Decision-Making -- 9.9 Judgmental Decision-Making -- 9.10 Rational Decision-Making -- 9.11 Certainty/Uncertainty Decision-Making -- 9.12 Controllable/Noncontrollable Decision-Making -- 9.13 Programmed/Nonprogrammed Decision-Making -- 9.14 Decision-Making Meetings -- 9.15 Decision-Making Stages -- 9.16 Decision-Making Steps -- 9.17 Conflicts in Decision-Making -- 9.18 Advantages of Group Decision-Making -- 9.19 Disadvantages of Group Decision-Making -- 9.20 Rational Versus Intuitive Thinking -- 9.21 Divergent Versus Convergent Thinking -- 9.22 The Fear of Decision-Making: Mental Roadblocks -- 9.23 Decision-Making Personal Biases -- 9.24 The Danger of Hasty Decisions -- 9.25 Decision-Making Styles -- 9.26 The Autocratic Decision-Maker -- 9.27 The Fearful Decision-Maker -- 9.28 The Circular Decision-Maker -- 9.29 The Democratic Decision-Maker -- 9.30 The Self-Serving Decision-Maker -- 9.31 Delegation of a Decision-Making Authority -- 9.32 Choice Elements of Decision-Making -- 9.33 Decision-Making Challenges -- 9.34 Examples of Decision-Making Challenges -- Discussion Questions -- References -- 10 Decision-Making Tools -- 10.0 Decision-Making Tools in Everyday Life -- 10.1 Use of Operations Research and Management Science Models -- 10.2 SWOT Analysis -- 10.3 Pareto Analysis -- 10.4 Multiple Criteria Decision Analysis -- 10.5 Paired Comparison Analysis -- 10.6 Decision Trees -- 10.7 Influence Diagrams -- 10.8 Affinity Diagrams -- 10.9 Game Theory -- 10.10 Cost-Benefit Analysis -- 10.11 Nominal Work Groups -- 10.12 Delphi Technique -- 10.13 Other Decision-Making Tools -- 10.14 Artificial Intelligence -- 10.15 Risk Management -- Discussion Questions -- References -- 11 Predicting the Impact -- 11.0 Evaluating the Impact of a Decision -- 11.1 Creating a Consequence Table -- 11.2 Performing Impact Analysis -- 11.3 The Time to Implement a Solution -- 11.4 The Definitions for Project Success and Failure Are Changing -- 11.5 Project Decision-Making and Politics -- Discussion Questions -- 12 The Need for Effective or Active Listening Skills -- 12.0 Active Listening -- 12.1 Active Listening Body Language and Communications -- 12.2 Active Listening Barriers Created by the Speaker -- 12.3 Active Listening Barriers Created by the Listener -- 12.4 Overcoming Active Listening Barriers -- 12.5 Techniques for Effective Listening -- Discussion Questions -- 13 Barriers -- 13.0 The Growth of Barriers -- 13.1 Lack of Concern for the Workers Barriers -- 13.2 Legal Barriers -- 13.3 Project Sponsorship Barriers -- 13.4 Cost of Implementation Barriers -- 13.5 Culture Barriers -- 13.6 Project Management Office (PMO) Barrier -- 13.7 Conclusion -- Discussion Questions -- References -- Appendix: Using the PMBOK® Guide -- Decision-Making and the PMBOK® Guide -- Problem-Solving and the PMBOK® Guide -- PMBOK® Guide: Integration Management -- PMBOK® Guide: Scope Management -- PMBOK® Guide: Time Management -- PMBOK® Guide: Cost Management -- PMBOK® Guide: Quality
Weitere Ausg.:
ISBN 1394207832
Weitere Ausg.:
ISBN 9781394207831
Sprache:
Englisch
DOI:
10.1002/9781394207862
URL:
https://onlinelibrary.wiley.com/doi/book/10.1002/9781394207862
