In the increasing number of heavily 'projectized' organizations, sustainable, commercial performance depends on their ability to measure and develop the performance of project management.
This involves developing new skills and capabilities, such as a learning approach across projects. It also involves transforming established approaches such as corporate governance to match the new project-oriented context and, finally, it involves learning to use projects to enable key organizational objectives, such as sustainability, as well as the project-specific outcomes.
The Performance of Projects and Project Management offers perspectives on all of these fundamental aspects of project performance. As such, it is an important book for those concerned with project strategy, project delivery and business sustainability.
Table of Contents:
Contents: Foreword, R. Muller; Preface, L. Lecoeuvre. Part 1 Project Risk Management and Sustainable Performance: Vision-implementation-organization: the VIO approach for complex projects and programmes, P. Daniel and R. Turner; Integrating change, process, and project management as well as business analysis to assure the sustainable development of companies, R. Gareis and L. Gareis; Combining supply chain risk management and project risk management to improve the sustainable performance of a company, R. Delafenestre and L. Lecoeuvre. Part 2 Project Governance and Sustainable Performance: Project governance, R. Turner; Corporate governance of the project-oriented company, R. Gareis and L. Lecoeuvre; The project environment: the key to sustainable project performance in project intensive organizations, O. Husby and H. Kilde. Part 3 Project Teams and Sustainable Performance: Intra-organizational networks and communities of practices as a platform for project innovation and sustainability, S. Borsillo, D. Chauvel and G. Poulingue; Project team life cycle, C. Daniel and S. Walker; A sustainable approach for project management performance, J.C. Hainglaise and L. Lecoeuvre. Part 4 Project Standards and Sustainable Performance: Sustainable capability building in the public sector - a focus on Gateway™, S. Ross; As all things hang together, systemic analysis is a requirement for sustainable performance when facing complexity, M. Walas and P. Scotto; Sustaining PMO performance - a new focus on lean and agile as standards, W. Karkukly. Index.
About the Author :
Professor Laurence Lecoeuvre was formerly an International Director within the industrial sector and car industry (1984-2001). She joined SKEMA in 2001. After few years as Business Programs Director, she is today Director of Project Management Department and Director of the PhD in Programme & Project Management. Laurence is mainly teaching project management fundamentals and research methodology. Her PhD focused on the links between project marketing and project management; she continues to develop her research on this topic but also on governance.
Review :
`This book captures a series of insights and perspectives of particular interest to project management academics and practitioners. It draws upon over a decade of valuable teaching and research by SKEMA’s faculty. Its content is relevant, current and provides a sophisticated reference point for all readers. It will inform many “pracademics” for a long time. I thoroughly recommend it!’
Derek Walker, RMIT University, Australia
`There is increasing recognition of the interdependencies operating in project execution - cross-functional working, spanning organizational boundaries and engagement with wider organisational networks in successful project management. This book makes a significant contribution to understanding these interdependencies and how they are manifest in important topics of project management such as risk and governance.’
Hedley Smyth, The Bartlett School of Construction and Project Management, UCL, UK
