MARC Record from marc_nuls

LEADER: 03416pam 2200397 a 4500
001 9921920000001661
005 20150423141509.0
008 021122s2002 maua b 001 0 eng
010 $a 2002042853
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019 $a51482570
020 $a1402073313 (alk. paper)
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035 $a(CSdNU)u161340-01national_inst
035 $a(Sirsi) l2002042853
035 $a(Sirsi) l2002042853
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050 00 $aHD69.P75$bB766 2002
072 7 $aHD$2lcco
082 00 $a658.4/03$221
100 1 $aBruijn, J. A. de,$d1962-
245 10 $aProcess management :$bwhy project management fails in complex decision making processes /$cby Hans de Bruijn, Ernst ten Heuvelhof, and Roel in't Veld.
260 $aBoston :$bKluwer Academic,$cc2002.
300 $a171 p. :$bill. ;$c25 cm.
504 $aIncludes bibliographical references (p. [163]-168) and index.
505 0 $aThe process approach to change: a tentative description -- Positioning the Process Approach -- Process management versus substance -- Process management versus command and control -- Process management versus project management -- Process management versus single-value decision making -- The main arguments for process management -- The results of a process: consensus, commitment or tolerance -- The risks of process thinking -- Process Architecture -- Designing a Process -- The four core elements of a process design -- Design principles leading to open decision making -- Design principles protecting parties' core values -- Design principles guaranteeing the speed of the process -- Design principles guaranteeing the substance of the process -- The Process Architect in Action: Making a Process Design -- The process design as a result of negotiation -- The need for a sense of urgency -- The process architect in action: designing a process -- Process management and related approaches -- Managing the Process -- The Process Manager and the Openness of Decision Making -- Involving parties in the decision making -- The transformation from substance to process -- Process and process management are marked by transparency and openness -- Process Management and the Protection of the Parties' Core Values -- Protecting core values -- Commitment to the process and the result -- Postponing commitments during the process -- The exit rules of the process -- The Process Manager and the Speed of Decision Making -- Incentives for cooperative behaviour -- The process has participants with commitment power -- Management of the Environment -- Conflicts are transferred to the periphery of the process -- Command and control in a process: as a driver and as a result of the process -- The Process Manager and the Substance of Decision Making -- Unbundling and bundling experts and stakeholders -- Intermezzo: Strategic behaviour or sound and substantive behaviour? -- The process from substantive variety to selection.
650 0 $aProject management$xDecision making.
700 1 $aHeuvelhof, E. F. ten$q(Ernst F.)
700 1 $aVeld, R. J. in 't.
938 $aOtto Harrassowitz$bHARR$nhar035011369$c97.00 EUR
982 $aHD69.P75$aB766$a2002
983 $a31786101667068
994 $a92$bCNU
999 $aHD 69 .P75 B766 2002$wLC$c1$i31786101667068$d3/11/2004$f3/11/2004$g1 $lCIRCSTACKS$mNULS$rY$sY$tBOOK$u6/19/2003