Page 7 - Global Project Management Handbook

CONTENTS v

Clusters of Projects and Programs in the Project-Oriented Company / 7-12
Project Portfolio Management: Overview / 7-13
Assigning a Project or a Program / 7-14
Project Portfolio Coordination / 7-17
Project Networking / 7-21
Management of Project Chains / 7-23
Bibliography / 7-24

Part 2 Competency Factors in Project Management 8-1

Chapter 8. Competencies of Project Managers Lynn Crawford 8-3

Understanding Competence / 8-4
Project Management Competencies / 8-6
Performance-Based Competency Standards for Project Management / 8-13
Global Performance-Based Standards for Project Managers / 8-16
Assessing and Developing Competencies of Project Managers / 8-18
References / 8-20

Chapter 9. Managing Risks and Uncertainty in Major Projects in the
New Global Environment Roger Miller and Brian Hobbs 9-1
The New Global Environment for Large, Complex Projects / 9-2
Understanding the Dynamics of Major Projects / 9-5
Management of Risk and Uncertainty / 9-9
Management of Anticipated Risks / 9-11
Management of Potential Emergent Risks / 9-12
Anchoring the Project Into Its Institutional Environment / 9-12
Creating a Project Concept and Organization to Enhance Governabilty / 9-13
Coping with Tradeoffs in the Management of Anticipated and Emergent Risk / 9-14
Conclusion / 9-15
References / 9-16

Chapter 10. Managing Human Energy in the Project-Oriented
Company Pernille Eskerod 10-1
The Research Project / 10-3
Empirical Findings Related to Existing Theory / 10-8
Concluding Remarks / 10-12
References / 10-12

Chapter 11. Managing Project Management Personnel and their
Competencies in the Project-Oriented Company Martina Huemann 11-1

The Profession of Project Manager as a Basis for Competent Project
Management Personnel / 11-3
Processes to Manage Project Management Personnel / 11-8
Analysis of Project Management Competencies to Further Develop Project
Management Personnel / 11-9
Potential Applications of the Mm–Project Manager Model / 11-13
References / 11-13