Process Management: Why Project Management Fails in Complex Decision Making Processes, Second Edition
- 3h 56m
- Ernst ten Heuvelhof, Hans de Bruijn, Roel in ’t Veld
- Springer
- 2010
What is it that makes a manager or a politician a successful decision maker? Our first inclination would be to say decisiveness and substance. Many managers who met those criteria, however, have had to abandon the field in the past several years.
The authors of Process Management regard a manager as successful if he pays much attention to the process aspects of change. Successful management depends on the extent to which the 'stakeholders' are involved in the decision making and see their own interests protected. This book offers a wealth of insights about this 'process management'.
In this Book
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Process Management—Why Project Management Fails in Complex Decision Making Processes, Second Edition
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Introduction: Process and Content
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Positioning the Process Approach
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Designing a Process
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The Process Architect in Action: Making a Process Design
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An Open Process
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A Safe Process: Protecting Core Values
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A Process with Sufficient Speed: Incentives for Progress
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The Process Manager and the Substance of Decision Making
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A Concluding Remark
