LEADER 03709nam  22006855  450 
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005 20250806173047.0
010   $a9783032008602$b(electronic bk.)
010   $z9783032008596
024 7 $a10.1007/978-3-032-00860-2
035   $a(MiAaPQ)EBC32256178
035   $a(Au-PeEL)EBL32256178
035   $a(CKB)40138059100041
035   $a(DE-He213)978-3-032-00860-2
035   $a(EXLCZ)9940138059100041
100   $a20250806d2025      u|         0
101 0 $aeng
135   $aurcnu||||||||
181   $ctxt$2rdacontent
182   $cc$2rdamedia
183   $acr$2rdacarrier
200 10$aManaging Projects $eA Very Brief Introduction /$fby Stefan Kühl
205   $a2nd ed. 2025.
210  1$aCham :$cSpringer Nature Switzerland :$cImprint: Springer,$d2025.
215   $a1 online resource (56 pages)
311 08$aPrint version: Kühl, Stefan Managing Projects Cham : Springer Fachmedien Wiesbaden GmbH,c2025 9783032008596 
327   $aPreface: Managing Projects beyond the Model of the Organization as Machine -- What Is a Project? A Proposed Definition and Classification -- The Charm and the Limits of Instrumental Rationality in Project Management -- Project Management beyond Instrumental Rational Restrictions -- Limits and Opportunities for Management of Projects Addressing Poorly Defined Problems.
330   $aThe linear, goal-oriented approach to projects that is so popular in management literature is only appropriate if you are dealing with well-defined problems. For projects that address poorlydefined problems, however, the principles of classic project management don?t work; project managers attempt in vain to maintain a linear approach, even if targets, people affected andframework conditions cannot be determined precisely. We propose a fundamentally different approach based on current organizational theory: to start out with experiments, without predetermined conclusions. Projects are not evaluated by comparing the current status to the target, but rather by assessing whether stagnation has been overcome, conflicts putaside, and shared understanding about newopportunities has been created. Project groups and steering committees are not set up at all. Power ?games? are harnessed and put to use, rather thanprohibited. Stefan Kühl is professor of sociology at the University of Bielefeld in Germany and works as a consultant for Metaplan, a consulting firm based in Princeton, Hamburg, Shanghai, Singapore, Versailles and Zurich. .
606   $aEconomics$xSociological aspects
606   $aProject management
606   $aStrategic planning
606   $aLeadership
606   $aIndustrial organization
606   $aOrganizational sociology
606   $aOccupations$xSociological aspects
606   $aEconomic Sociology
606   $aProject Management
606   $aBusiness Strategy and Leadership
606   $aOrganization
606   $aSociology of Organizations and Occupations
615  0$aEconomics$xSociological aspects.
615  0$aProject management.
615  0$aStrategic planning.
615  0$aLeadership.
615  0$aIndustrial organization.
615  0$aOrganizational sociology.
615  0$aOccupations$xSociological aspects.
615 14$aEconomic Sociology.
615 24$aProject Management.
615 24$aBusiness Strategy and Leadership.
615 24$aOrganization.
615 24$aSociology of Organizations and Occupations.
676   $a306.3
700   $aKu?hl$b Stefan$0688789
801  0$bMiAaPQ
801  1$bMiAaPQ
801  2$bMiAaPQ
912   $a9911020421003321
996   $aManaging Projects$94420247
997   $aUNINA