Optimizing Human Capital with a Strategic Project Office: Select, Train, Measure,and Reward People for Organization Success
Optimizing Human Capital with a Strategic Project Office explores the SPO's potential to transform an enterprise by making the most of people within an organization. This volume provides an exhaustive review of topics such as the hiring, retention, measurement, training, and professional develo...
Đã lưu trong:
| Những tác giả chính: | , |
|---|---|
| Định dạng: | Sách |
| Ngôn ngữ: | English |
| Được phát hành: |
CRC Press
2009
|
| Truy cập trực tuyến: | http://scholar.dlu.edu.vn/thuvienso/handle/DLU123456789/1413 |
| Các nhãn: |
Thêm thẻ
Không có thẻ, Là người đầu tiên thẻ bản ghi này!
|
| Thư viện lưu trữ: | Thư viện Trường Đại học Đà Lạt |
|---|
| id |
oai:scholar.dlu.edu.vn:DLU123456789-1413 |
|---|---|
| record_format |
dspace |
| institution |
Thư viện Trường Đại học Đà Lạt |
| collection |
Thư viện số |
| language |
English |
| description |
Optimizing Human Capital with a Strategic Project Office explores the SPO's potential to transform an enterprise by making the most of people within an organization. This volume provides an exhaustive review of topics such as the hiring, retention, measurement, training, and professional development of knowledge workers in project management. This book's chapters summarize the latest thinking regarding these issues and offer a model of how the best aspirations of workers can become reality through the medium of the SPO.
The authors explore the best practices of project-savvy organizations and offer detailed information on proven models for assessing and developing competency, building inspired teams, and creating a working environment in which motivation thrives. The book includes a set of model role descriptions for staffing the project office--on a divisional or enterprise level--based on original research by the authors.
The book opens by focusing on the business case for reorganizing companies around the managing-by-projects model, the roles of executives in implementing project management change initiatives, and the nuts-and-bolts topics of project personnel management, such as competency, recruiting, and rewards. The final section reviews current developments and trends, identifying the "people management" issues that generate the greatest organizational changes. Appendices provide examples of tools for establishing project-friendly HR practices under the auspices of a Strategic Project Office. |
| format |
Book |
| author |
Crawford, J. Kent Brewin, Jeannette Cabanis |
| spellingShingle |
Crawford, J. Kent Brewin, Jeannette Cabanis Optimizing Human Capital with a Strategic Project Office: Select, Train, Measure,and Reward People for Organization Success |
| author_facet |
Crawford, J. Kent Brewin, Jeannette Cabanis |
| author_sort |
Crawford, J. Kent |
| title |
Optimizing Human Capital with a Strategic Project Office: Select, Train, Measure,and Reward People for Organization Success |
| title_short |
Optimizing Human Capital with a Strategic Project Office: Select, Train, Measure,and Reward People for Organization Success |
| title_full |
Optimizing Human Capital with a Strategic Project Office: Select, Train, Measure,and Reward People for Organization Success |
| title_fullStr |
Optimizing Human Capital with a Strategic Project Office: Select, Train, Measure,and Reward People for Organization Success |
| title_full_unstemmed |
Optimizing Human Capital with a Strategic Project Office: Select, Train, Measure,and Reward People for Organization Success |
| title_sort |
optimizing human capital with a strategic project office: select, train, measure,and reward people for organization success |
| publisher |
CRC Press |
| publishDate |
2009 |
| url |
http://scholar.dlu.edu.vn/thuvienso/handle/DLU123456789/1413 |
| _version_ |
1757653819750088704 |
| spelling |
oai:scholar.dlu.edu.vn:DLU123456789-14132009-12-02T02:44:47Z Optimizing Human Capital with a Strategic Project Office: Select, Train, Measure,and Reward People for Organization Success Crawford, J. Kent Brewin, Jeannette Cabanis Optimizing Human Capital with a Strategic Project Office explores the SPO's potential to transform an enterprise by making the most of people within an organization. This volume provides an exhaustive review of topics such as the hiring, retention, measurement, training, and professional development of knowledge workers in project management. This book's chapters summarize the latest thinking regarding these issues and offer a model of how the best aspirations of workers can become reality through the medium of the SPO. The authors explore the best practices of project-savvy organizations and offer detailed information on proven models for assessing and developing competency, building inspired teams, and creating a working environment in which motivation thrives. The book includes a set of model role descriptions for staffing the project office--on a divisional or enterprise level--based on original research by the authors. The book opens by focusing on the business case for reorganizing companies around the managing-by-projects model, the roles of executives in implementing project management change initiatives, and the nuts-and-bolts topics of project personnel management, such as competency, recruiting, and rewards. The final section reviews current developments and trends, identifying the "people management" issues that generate the greatest organizational changes. Appendices provide examples of tools for establishing project-friendly HR practices under the auspices of a Strategic Project Office. SECTION I: THE NEW PROJECT MANAGEMENT The Strategic Project Office: A Catalyst for Organizational Change Failure: Wake-Up Call and Teacher Integrating Strategy and Action: Managing the Project Portfolio People on Projects: A New Look at Project Roles and Responsibilities Why Is This So Important? The Executive Role SECTION II: MANAGING PEOPLE AS THOUGH PROJECTS REALLY MATTER: BEST PRACTICES FOR CAPITALIZING ON PROJECT PERSONNEL The Right Stuff: Competency-Based Employment What Is Competence? Assessing Competence Developing Competence Why Project Managers Fail … and How to Help Them Succeed Project Manager and Team Member Competencies What Does a Project Manager Do? The Emergence of the Project Planner Role Other Roles and Their Areas of Competence The Turnover Solution Recruitment and Retention Practices for the Project-Based Company Recruitment Retention Culture Graceful Exits The Care and Feeding of Project Management Personnel Career Pathing and Professional Development Professional Development: Training, Coaching, and Mentoring Performance Management on Projects: More Carrot, Less Stick What Is Wrong with Performance Management? Best-Practice Performance Management Aligning Individual and Organizational Performance SECTION III: THE FUTURE - WHAT IS NEXT FOR PROJECTS AND PEOPLE? On the Horizon: New Organizational Themes and Structures New Themes in Project Management Staffing Beyond the Team: Community of Practice Outsourcing: Project Management Expertise as a Commodity New Opportunities and Visibility for Project Managers SECTION IV: APPENDICES Sample Role Descriptions for Project Office Personnel and Other Project-Management-Related Positions Excerpt from Project Management Maturity Model Sample Career Path Sample Questions from Knowledge Assessment Instrument Sample Questions from Multi-Rater Project Manager Competency Evaluation Sample Questions from the Caliper Profile PM Solutions Career Planning and Development Program Artifacts Value of Project Management Training Research Study Results Project Manager Support Survey Project Management Mentor's Competency Scorecard PM Coaching Guidelines: Assisting Project Managers and Their Projects Project Management Performance Appraisal Form Service Level Agreement Tips for Better Outsourcing Relationships 2009-12-02T02:44:47Z 2009-12-02T02:44:47Z 2005 Book http://scholar.dlu.edu.vn/thuvienso/handle/DLU123456789/1413 en application/rar CRC Press |