Project decisions the art and science
Project management is the art of making the right decisions. This book presents the basics of cognitive psychology and quantitative analysis methods to help project managers make better decisions. It helps readers to acquire the essential knowledge and skills required for effective project decision-...
| Otros Autores: | , |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Vienna, Virginia :
Management Concepts
2008.
|
| Edición: | 1st edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628910606719 |
Tabla de Contenidos:
- Title Page; Copyright; About the Author; Table of Contents; PREFACE; ACKNOWLEDGMENTS; TEST YOUR JUDGMENT; ANSWERS TO JUDGMENT QUIZ; PART 1: Introduction to Project Decision Analysis; CHAPTER 1: Project Decision Analysis: What Is It?; The Burden of Poor Decision-making; Why Do We Make Wrong Decisions?; Approaches to Decision-making; Decision Analysis as a Process; Normative and Descriptive Decision Theory; Driving Forces behind Project Decision Analysis; A Little Bit of History; Decision Analysis Today
- CHAPTER 2: "Gut Feel" vs. Decision Analysis: Introduction to the Psychology of Project Decision-MakingHuman Judgment Is Almost Always to Blame; Blink or Think?; Cognitive and Motivational Biases; Cognitive Biases; Motivational Biases; Perception; Bounded Rationality; Heuristics and Biases; Availability Heuristic; Representativeness Heuristic; Anchoring and Adjustment Heuristic; Behavioral Traps; Time Delay Traps; Ignorance Traps; Deterioration Traps; Frames and Accounts; Training for Project Decision-Making Skills; CHAPTER 3: Understanding the Decision Analysis Process; Decision Analysis
- When Decision-Makers Go BadThe Decision Analysis Manifesto; The "3C" Principle of Project Management; Consistency; Comprehensiveness; Continuity; Decision Analysis Process vs. the PMBOK® Guide's Project Risk Management; Decision Analysis and Other Business Processes; Phases of the Decision Analysis Process; Phase 1. Decision-Framing; Phase 2. Modeling the Situation; Phase 3. Quantitative Analysis; Phase 4. Implementation, Monitoring, and Review; Big and Small Decisions; The Value of Project Decision Analysis; CHAPTER 4: What Is Rational Choice? A Brief Introduction to Decision Theory
- Decision PolicyWhich Choice Is Rational?; Expected Value; The St. Petersburg Paradox; Risk-Taker vs. Risk-Avoider; Expected Utility; Expected Utility Theory; Extensions of Expected Utility Theory; How to Use Expected Utility Theory; Descriptive Models of Decision-Making; CHAPTER 5: Creativity in Project Management; Creativity and Decision-Making; Psychology of Creativity; Creativity Blocks; Framing and Perceptual Blocks; Value-Based Blocks; Cultural, Organizational, and Environmental Blocks; CHAPTER 6: Group Judgment and Decisions; Psychology of Group Decision-Making; Aggregating Judgment
- Group Interaction TechniquesBrainstorming; Tools for Facilitating Discussions; A Few Words about Game Theory; CHAPTER 7: Are You Allowed to Make a Decision? Or the "Frustrated Developer's Syndrome"; What Is FDS?; Why FDS Is a Problem; How Does FDS Spread?; Three Common Myths about FDS; Myth 1: Our organization is not suitable for an FDS-free environment; Myth 2: When companies implement organizational processes, FDS results; Myth 3: An FDS-free corporate culture leads to anarchy; The Roots of FDS; Treating FDS; The Second Russian Revolution; PART 2: Decision-Framing
- CHAPTER 8: Identifying Problems and Assessing Situations
