The Handbook of Project Management 6th
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The Handbook of Project Management
Sixth Edition
Edited by Martina Huemann and Rodney Turner
Designed cover image: Getty Images / AlexSava
Sixth edition published 2024 by Routledge
4 Park Square, Milton Park, Abingdon, Oxon, OX14 4RN
and by Routledge 605 Third Avenue, New York, NY 10158
Routledge is an imprint of the Taylor & Francis Group, an informa business
© 2024 selection and editorial matter, Martina Huemann and Rodney Turner; individual chapters, the contributors
The right of Martina Huemann and Rodney Turner to be identified as the authors of the editorial material, and of the authors for their individual chapters, has been asserted in accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers.
Trademark notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe.
First edition published by Gower 1987 Fifth edition published by Gower 2014, and Routledge 2016
British Library Cataloguing-in-Publication Data
A catalogue record for this book is available from the British Library
Library of Congress Cataloging-in-Publication Data
Names: Huemann, Martina, 1969- editor. | Turner, J. Rodney (John Rodney), 1953– editor. | Turner, J. Rodney (John Rodney), 1953– Gower handbook of project management.
Title: The handbook of project management / edited by Martina Huemann and Rodney Turner.
Description: Sixth edition. | Abingdon, Oxon; New York, NY: Routledge, 2024. | Includes bibliographical references. |
Identifiers: LCCN 2023041287 (print) | LCCN 2023041288 (ebook) | ISBN 9781032227634 (hardback) | ISBN 9781032227627 (paperback) | ISBN 9781003274179 (ebook)
Subjects: LCSH: Project management.
Classification: LCC HD69.P75 .H35436 2024 (print) | LCC HD69.P75 (ebook) | DDC 658.4/04—dc23/eng/20230907
LC record available at https://lccn.loc.gov/2023041287
LC ebook record available at https://lccn.loc.gov/2023041288
ISBN: 978-1-032-22763-4 (hbk)
ISBN: 978-1-032-22762-7 (pbk)
ISBN: 978-1-003-27417-9 (ebk)
DOI: 10.4324/9781003274179
Typeset in Bembo by codeMantra
9th September 1965–22nd April 2023
Sadly missed
Yvonne Schoper
2.1
12.2 Summary of key tasks in the processes of managing value in projects
13.1 KSAE growth
14.1 Data analytics automation potential across the project lifecycle
14.2 Example of Construction Production Control Room (credits: IUK project ref.: 106169)
14.3 Applications of data analytics and their impacts on PM
15.1 Examples to show the rapid developments in connecting technologies and digital devices (see also Lobo and Whyte [2017])
16.1 Mapping questions to ISO 31000:2018 risk process steps
16.2 Risk attitude spectrum
17.1 Three pillars to a successful response to unexpected events (Geraldi et al., 2010)
18.1 The broadened scope of sustainable project management (Silvius, 2017)
18.2 The three shifts of sustainable project management (Silvius and Schipper, 2014)
19.1 Uncertainty is the information you don’t have
19.2 The project as an algorithm
19.3 A five-stage project investment process (after Turner, 2014)
19.4 The life of the investment (after Wearne, 1973)
19.5
19.6 The waterfall model
19.7 The project management process (after Turner, 2014)
19.8 The problem-solving process, (after Turner, 2014)
20.1 Flexibility in feasibility and planning
20.2 Traditional scheduling vs iterative scheduling (after Ballard, 2000)
21.1 The Design Thinking process
21.2 Design Thinking project mindset
21.3 Strategies to use Design Thinking as agile project approach (after Hehn et al., 2019)
22.1 Single cycle development in the predictive approach versus incremental development in iterative cycles in the adaptive approach
22.2 The difference in focus of control of the predictive and adaptive approach
22.3 Typology of projects based on their clarity of goals and methods (based on Turner and Cochrane, 1993)
22.4 Overview of criteria for assessing the applicability of the predictive and adaptive approaches
22.5 Example of a sequential hybrid approach
22.6 Example of a parallel hybrid approach, combined with also two sequential phases
22.7 Example of an integrated hybrid approach
22.8 Example of a WBS showing a sequential hybrid approach
23.1 Scenario planning
24.1 GAPPS getting stuff done framework V1.0
24.2 Combination of management of projects phases (Morris, 2013) and agile iterations
25.1 GAPPS guiding framework for project sponsors (Unit and Element level only, GAPPS, 2015)
25.2 Situational sponsorship of projects and programs (based on Crawford et al., 2008, p. 550)
26.1 The basic SDT model in the workplace (Deci et al., 2017: 23)
26.2 Basic concepts in the theory of temporary organizations (Lundin and Söderholm, 1995: 451)
26.3 Team development stages (Tuckman, 1965)
27.1 Help versus harm potentials (after Savage et al., 1991, p. 65)
27.2 Example of a systemic board
27.3 Example of a systemic constellation
28.1 The Project Leadership Model (Winch et al., 2022)
29.1 Balanced leadership events and associated processes (after Müller et al., 2022)
29.2 The dynamic of shifting leadership approaches (after Müller et al., 2019)
30.1 Motivators of Young Project Professionals (after Lechler & Huemann, 2023)
31.1 Dimensions of diversity (after Gardenswartz et al., 2010, p. 77)
31.2 The six dimensions of national culture (after Hofstede, 2011)
31.3 Faultlines in the team
31.4 Practices to manage diversity in the project
34.1 The tasks of managing programs
34.2 (Re)designing the integrated organisation
35.1 Portfolio Management links strategy with projects and operations (PMI, 2017) 487
35.2 Portfolio Management Cycles (AXELOS, 2011) 491
36.1 Five principles of project sequence management 507
37.1 The project portfolio selection framework (reprinted from Archer and Ghasemzadeh [1999], An integrated framework for project portfolio selection’, International Journal of Project Management, 17(4), p. 211) 518
37.2 Supervised and unsupervised machine learning in project portfolio selection 521
37.3 Supervised machine learning applied in an Italian consulting group 523
38.1 The onion model of OPM 528
40.1 Project governance paradigms (after Müller & Lecoeuvre, 2014) 558
40.2 Governance framework for inter-organizational project networks (after Müller et al., 2022) 561
41.1 The nine domains of PMO activities 571
41.2 The five PMO design fundamentals 572
42.1 Development of projectification in Germany, Norway and Iceland in 2009–2020 587
43.1 Citizen impact-engagement matrix (authors) 605
2.1 Positioning governance, governmentality, management, and leadership (after Müller, 2019)
3.1 Differences among three concepts: strategy, strategic initiative,
5.3
6.1
6.2
7.1
7.2
7.3
7.4
15.1 Digital infrastructure on projects and associated digital devices and resources (developed from typology in Shove [2016], and literature on
16.1
16.2
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