Efnisyfirlit

• Cover
• Half-Title
• Title
• Copyright
• Dedication
• Contents
• List of figures
• List of tables
• Introduction by Mark Phillips
• SECTION I: Individuals and interactions
• 1 Chasing mercury: The emotional and social pillars of high-performing teams
• 2 Values as the basis for successful teams: A Scrum perspective and primer
• 3 The power of empowering others: Coaching as a leadership model for high-performing teams
• 4 Coping with the unexpected: Flexibility, resilience and culture
• 5 Leading without authority
• SECTION II: Processes, tools and techniques
• 6 Performance: A combined project and portfolio perspective
• 7 Communications shape reality
• 8 Knowledge management shapes culture
• 9 Risk management principles
• 10 Risk management practices
• 11 Act fast and think fast: Agile schedule performance
• 12 Monitoring and controlling: Understanding your project’s status
• The Project Management Office (PMO)
• 13 Managing change: From adoption to completion
• 14 Securing benefits
• 15 Beyond the triple constraints: Creating conditions for optimal performance
• SECTION III: Experience
• 16 Critical success and failure factors in large-scale complex projects
• 17 Performance and measurement: An interdisciplinary study of public sector projects
• 18 Creating value in infrastructure projects: The Public Value Chain
• 19 Evaluating project performance: A comprehensive approach studying EU structural programs
• 20 Project performance in the financial sector
• SECTION IV: Responding to change
• 21 Matching theory to practice in a complex world: A philosophical approach
• 22 The future of global program leadership: A sci-fi narrative
• 23 Mindfulness: Achieving performance in an accelerating technology landscape
• 24 Continuous Digital and #NoProjects
• Afterword: What the heck are we studying? Projects, performance, and laws Mark Phillips
• References and further reading
• Author profiles and resources
• Index