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Managing projects = a very brief int...

Kühl, Stefan.

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Managing projects = a very brief introduction /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Managing projects/ by Stefan Kühl.
Reminder of title:	a very brief introduction /
Author:	Kühl, Stefan.
Published:	Cham :Springer Nature Switzerland : : 2025.,
Description:	xiv, 57 p. :ill., digital ;24 cm.
[NT 15003449]:	Preface: 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.
Contained By:	Springer Nature eBook
Subject:	Project management. -
Online resource:	https://doi.org/10.1007/978-3-032-00860-2
ISBN:	9783032008602

Managing projects = a very brief introduction /
Kühl, Stefan.

Managing projectsa very brief introduction /[electronic resource] :by Stefan Kühl. - Second edition. - Cham :Springer Nature Switzerland :2025. - xiv, 57 p. :ill., digital ;24 cm.

Preface: 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.

The 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.

ISBN: 9783032008602

Standard No.: 10.1007/978-3-032-00860-2doiSubjects--Topical Terms:

578186
Project management.

LC Class. No.: HD69.P75

Dewey Class. No.: 658.404

Managing projects = a very brief introduction /
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505 0 $a Preface: 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.
520 $a The 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.
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