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Project management by Olaf Passenheim

Searching in any library for books on project management will definitely lead to success. Much seems to have been written about how to manage a project successfully. But why do most projects in real life still fail or end up exceeding the originally agreed upon budget, time or resources? The answer is quite easy: The project simply does not exist. Every project and as a consequence every project manager has to deal with different targets, different environments and, last but not least, with different people. Therefore, only the Know-how and the Do-how will transform a project manager into an excellent project manager.

This book is based upon the global project management experiences I gained in different positions, especially with international management consulting companies and working as a member and chairman of executive boards. I now have the pleasure to share my knowledge and gain new experiences (not only in project management) as a professor with eager and enthusiastic students.

It was just a few decades ago, in the 1950s, that modern project management was first seen as an individual subject within the area of economic sciences. Centuries back, so-called “projects” were finished successfully, e.g. the building of the aqueducts in Roman times or the construction of the Great Wall in China, but these projects were managed more on an ad-hoc basis mostly using informal techniques and tools.

Project management nowadays is regarded as a very high priority as all companies or organisations, whether small or large, are at one time or another involved in implementing new undertakings, innovations and changes etc. – projects! These projects may be individually diverse, however over time, some tools, management techniques and problem-solving approaches have proven themselves to be more rewarding than others in bringing projects to a successful end.

Looking at process management and project management, on one side these terms go hand-in-hand with delivering successful (project and routine) work, yet on the other side, hardly any terms more often result in confusion and misunderstandings.

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