000			03768nam a22003857a 4500
999			_c82016 _d82016
003			CITU
005			20220425163351.0
008			220425b ||||| |||| 00| 0 eng d
020			_a9780470172377
020			_a9780471693055
020			_a0470172371
020			_a0471693057
020			_a9781118276730
020			_a1118276736
040			_aCITU LRAC _beng
041			_aeng
082	0	0	_a658.404
100	1		_aLoch, Christoph H. _eauthor
245			_aManaging the unknown : _ba new approach to managing high uncertainty and risk in projects / _cChristoph H. Loch, Arnoud De Meyer, Michael T. Pich.
264		1	_aHoboken, N.J. : _bJohn Wiley, _cc2006.
300			_a1 online resource
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
500			_aABOUT THE AUTHOR Dr. Christoph H. Loch, Dr. Arnoud DeMeyer, Dr. Michael T. Pich, Department of Technology Management, ISEAD, Fontainebleu, FRANCE The authors are professors at Europe’s leading business school – INSEAD. All have been in both the private sector and in academia and all are currently involved in teaching project management, strategic management, and technology management.
505	0		_aTABLE OF CONTENTS Introduction. PART I. A NEW LOOK AT PROJECT RISK MANAGEMENT. Chapter 1. PRM Best Practice: The PCNet Project. Chapter 2. The Limits of Established PRM: The Circored Project. Chapter 3. A Broader Look at Project Risk Management. PART II. MANAGING THE UNKNOWN. Chapter 4. Diagnosing Complexity and Uncertainty. Chapter 5. Learning Projects. Chapter 6. Multiple Parallel Projects: Selectionism. Chapter 7. Selectionism and Learning in Projects. PART III. PUTTING SELECTIONISM AND LEARNING INTO PRACTICE. Chapter 8. Establishing the Project Mindset. Chapter 9. Putting the Infrastructure in Place. Chapter 10. Managing Relationships and Project Governance. Chapter 11. Managing Project Stakeholders in Presence of Unk Unks. PART IV. MANAGING THE UNKNOWN: THE ROLE OF SENIOR MANAGEMENT. Chapter 12. The Role of Senior Management in Novel Projects. References. Index.
520			_aDESCRIPTION Managing the Unknown offers a new way of looking at the problem of managing projects in novel and unknown environments. From Europe's leading business school, this book shows how to manage two fundamental approaches that, in combination, offer the possibility of coping with unforeseen influences that inevitably arise in novel projects: * Trial-and-Error Learning allows for redefining the plan and the project as the project unfolds * Selectionism pursues multiple, independent trials in order to pick the best one at the end Managing the Unknown offers expert guidelines to the specific project mindsets, infrastructures, and management methods required to use these project management approaches and achieve success in spite of unforeseen obstacles. This book equips readers with: * Causal explanations of why unforeseeable factors in novel projects make traditional project planning and project risk management insufficient * Directly applicable management tools that help managers to guide novel and high-uncertainty projects * Real-world case studies of both successful and unsuccessful approaches to managing high uncertainty in novel projects
650		0	_aProject management.
650		0	_aRisk management.
650		0	_aRISK MANAGEMENT + EMERGENCY MANAGEMENT (BUSINESS MANAGEMENT)
700	1		_aMeyer, Arnoud de. _eauthor
700	1		_aPich, Michael T. _eauthor
856			_uhttps://onlinelibrary.wiley.com/doi/book/10.1002/9780470172377 _yFull text available at Wiley Online Library Click here to view
942			_2ddc _cER