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© 2010

Process Management

Why Project Management Fails in Complex Decision Making Processes

Book

Table of contents

  1. Front Matter
    Pages i-ix
  2. Introduction to process design and process management

    1. Front Matter
      Pages 7-7
    2. Hans de Bruijn, Ernst F. ten Heuvelhof, Roel in ‘t Veld
      Pages 1-6
  3. Introduction to process design and process management

    1. Front Matter
      Pages 7-7
    2. Hans de Bruijn, Ernst F. ten Heuvelhof, Roel in ‘t Veld
      Pages 9-37
  4. Process Architecture

    1. Front Matter
      Pages 39-39
    2. Hans de Bruijn, Ernst F. ten Heuvelhof, Roel in ‘t Veld
      Pages 41-58
    3. Hans de Bruijn, Ernst F. ten Heuvelhof, Roel in ‘t Veld
      Pages 59-78
  5. Managing the Process

    1. Front Matter
      Pages 79-79
    2. Hans de Bruijn, Ernst F. ten Heuvelhof, Roel in ‘t Veld
      Pages 81-101
    3. Hans de Bruijn, Ernst F. ten Heuvelhof, Roel in ‘t Veld
      Pages 103-121
    4. Hans de Bruijn, Ernst F. ten Heuvelhof, Roel in ‘t Veld
      Pages 123-143
    5. Hans de Bruijn, Ernst F. ten Heuvelhof, Roel in ‘t Veld
      Pages 145-164
    6. Hans de Bruijn, Ernst F. ten Heuvelhof, Roel in ‘t Veld
      Pages 165-167
  6. Back Matter
    Pages 169-171

About this book

Introduction

What is it that makes a manager or a politician a successful decision maker? Our first inclination would be to say decisiveness and substance. Many managers who met those criteria, however, have had to abandon the field in the past several years..--The authors of Process Management regard a manager as successful if he pays much attention to the process aspects of change. Successful management depends on the extent to which the 'stakeholders' are involved in the decision making and see their own interests protected. This book offers a wealth of insights about this 'process management'. --The book has been thoroughly revised and updated. It contains a large number of new examples. Risks and shortcomings of process management are explained more accurately. The authors also address strategies to deal with the disadvantages of process management. Moreover, there is an extra emphasis on the role of substance in processes.

Keywords

Change Change Management Complexity Manager Negotiated Management Process Management Stakeholder Management management

Authors and affiliations

  1. 1., Faculty of Technology, Policy and ManageDelft University of TechnologyDelftNetherlands
  2. 2., Faculty of Technology, PolicyDelft University of TechnologyDelftNetherlands
  3. 3.LeiderdorpNetherlands

About the authors

Hans de Bruijn is professor of Organization and Management at the Faculty of Technology, Policy and Management, Delft University of Technology. Ernst ten Heuvelhof is professor of Policy Science at the Faculty of Technology, Policy and Management, Delft University of Technology and at the Department of Public Administration at Erasmus University Rotterdam.Roel in ‘t Veld is professor of Management of Hybrid Organizations at the Open University of the Netherlands, and professor of Governance at the University of the Netherlands Antilles.

Bibliographic information

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