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Process Management : Why Project Management Fails in Complex Decision Making Processes. 2nd ed. 工程管理 第2版
・ISBN 978-3-642-13940-6 hard EUR 59.99
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| 著者・編者 | de Brujin, Hans / ten Heuvelhof, E. / in 't Veld, R., |
|---|---|
| 出版社 | (Springer, GW) |
| 出版年月 | 2010 |
| ページ数 | 171 S. |
| 言語 | ENG |
| ニュース番号 | ＜578-676＞ |
解説
* End: pro?t and loss account. As a result, there will be a stage at which the parties have developed relations and prospects of gain, while there are still a number of problems that are dif?cult to solve and that fail to evoke consensus. Each party will then draw up a pro?t and loss account. On the positive side of the balance are the relations developed and the gains collected, on the negative side there are the losses and the unsolved problems. For particular parties, who have no interest in the problem, the latter side is uninteresting; for others, who have an interest in a particular solution of this problem, it represents a form of loss. * Pro?t and loss balance positive for a critical mass: speed. The speed of the process will increase if the pro?t and loss account shows a positive balance for a critical mass of parties. They wish to collect their gains and therefore to make ?nal decisions. At this point there will be an important psychological mec- nism: parties tend to anticipate on collecting their gains, which increases their urge to speed up the process. It is clear from the above, however, that the end of a process is dif?cult to predict.