Titlebook: Research on Project, Programme and Portfolio Management; Projects as an Arena Ronggui Ding,Reinhard Wagner,Constanta-Nicoleta Bo Book 2022

勤劳

Self-Awareness, Assessment, and Organization with Personal Agility projects through a Personal Agility Lighthouse Model (PALH™) model that Raji Sivaraman and Michal Raczka have created. This model consists of seven different agilities that are essential for the same. The seven agilities in this model are education agility, change agility, emotional agility, politi

错误

Throttle

Projects Organization and Intelligent Technologiesr processes for achieving specific objectives. In the actual digital era, the digital transformation of organizations and projects represents an example of how information and communication technologies adoption and usage can change the business. Self-organizing in projects is directly related to th

非秘密

狗舍

Identification of Governance Structures for Private–Public Partnership (PPP) Project Through Social ership (PPP) projects. While previous research focuses on project management risks in PPP project, such as quality risks, safety risks, cost risks, etc., only few addressed the governance risks that derived from the stakeholders and their governance relationships. The purpose of this study is to fin

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雪白

A New Model of a Project, Program, and Portfolio Recovery to Tackle COVID-19 in Construction Projectmy and business sectors. The construction industry is no exception. The purpose of this paper, therefore, is to develop a new disaster recovery model that can be used in situations such as COVID-19 pandemic in the construction industry. The data collected through survey was analysed using frequency

reserve

Let Us Integrate Self-Organization and Stakeholders into the Development of Infrastructure Projects,ectations. In order to find good solutions in this challenging environment, we argue, that on the one hand, stakeholders should be involved in the development of public infrastructure projects for increasing the likelihood of good solutions and stakeholder satisfaction. On the other hand, we need a

Hyperalgesia

Self-Organization, Dynamic Meta-governance, and Value Creation in Megaprojectsnt methodology that emphasizes “control”. Megaprojects are strongly influenced by goals or strategies; face unprecedented challenges in the long-term implementation process; lack experience to refer; are dominated by different key organizations at different stages of the project-life cycle; require

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