Page 9 - Global Project Management Handbook

CONTENTS vii

What Makes Virtual Global Software Projects Different / 16-5
System of Success Factors / 16-9
Tactical Success Factors / 16-12
Conclusion / 16-27
References / 16-28

Chapter 17. Managing Global Projects Over a Collaborative
Knowledge Framework Suhwe Lee 17-1
The Garden of Eden: The First Project / 17-1
Out of Eden / 17-2
Global Business and Its Challenges / 17-3
Complex Environment and Its Challenges / 17-4
Project Management System / 17-6
Collaborative Knowledge Framework / 17-6
Benefits / 17-14
Next Millennium / 17-14
Conclusion / 17-15
References / 17-16

Part 4 Management of the Project-Oriented Company 18-1

Chapter 18. Management of the Project-Oriented Company
Roland Gareis 18-3
Abstract / 18-3
The Project-Oriented Company: A Construct / 18-4
“Management by Projects” as an Organizational Strategy / 18-4
Organizational Structure of the Project-Oriented Company / 18-6
Expert Pools, Project Portfolio Group, and Project Management Office / 18-8
Specific Business Processes of the Project-Oriented Company / 18-16
Integrative Methods of the Project-Oriented Company / 18-17
Infrastructures of the Project-Oriented Company / 18-20
Cultures of and in the Project-Oriented Company / 18-23

References / 18-25

Chapter 19. Project Portfolio Score Card Ernst Jankulik and
Roland Piff 19-1
Score Cards in Project-Oriented Organizations / 19-2
Further Development of the PPSC / 19-4
Case Study / 19-10
Benchmarking the Internal Processes / 19-15
Conclusion / 19-18
References / 19-19

Chapter 20. Partnering in Projects J. Rodney Turner 20-1

Cooperative Working on Projects / 20-2
Risk Sharing on Contracts / 20-4
Types of Partnering / 20-5
Single-Project Partnering / 20-6