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Repetitive realizations develop when comparing the various dimensions (of resilience) of the concept of classical project management. For this, in particular, the basic features of classical project management must be regarded, including the detailed and necessary complete planning of the project at its beginning. A high acceptance develops through the complete neutral analysis of the conditions, is, and should. This serves in the classical project management the completeness requirement, the concentration of the communication need, and the administrative expenditure on the first/first phases of the project. Likewise, this detailed planning of the connections between the different phases, tasks, activities, and objects serves. This connection refers likewise to the dimension of the related organization. Classical project management offers a rough view of the possibility of the perfect switching for the connections of a project; this fulfills the basis of the related organization. The consideration falls here on the complete project planning at the beginning of the project. Due to the completeness, there are no unknowns in the mediation of interrelations. This basis enables each project participant to understand his relation to others and others. In addition, these relationships are linked to precise responsibility definitions presented in the project plan. The dimension of responsibility is also an essential function in Classical Project Management since all responsibilities have already been defined after completing the project plan. This means that for all projects, members involved very well a piece of knowledge about assignment/allocation of responsibilities and duties is available. The knowledge about the course of action and thus the view for extensive (beginning and end) also about responsibilities/responsibility ranges makes optimistic acting possible for the project involved ones. An individual who understands interdependencies of all kinds, to whom all steps of his tasks have been predefined and to whom his responsibility and sphere of action have been communicated, feels security in his actions. Thus classical project management, with its conceptional basic features such as the Taylorism and the strongly pronounced hierarchy, fulfills the primary criteria of optimism. The people involved know their tasks and responsibilities. They do not have to expect changes that have unknown effects on them. Optimism in the context of project management is produced, among other things, by the factor of knowing; knowing brings the character of the playability and thus security out. Optimism can be generated well in individuals if security is conveyed through comprehensible and fixed steps. These comprehensible and fixed steps are possible in developing the complete project plan to work solution-oriented. Since the classical project management does not consider events that would change this plan, the target state is analyzed precisely, and everything is aligned after this. Exactly such distinctive analyses are accordingly relevant in order to arrange the future. The classical project management sets by its complete planning already today what should be tomorrow. The individual dimensions seem to prove to a large extent, a characteristic in the basic features of the classical project management concept. The initial analysis and accompanying explanation limited itself to planning, which acts without reference to possible events. Resilience in its word definition and all its dimensions does not consider rigid systems. However, it explains the characteristics of a system that resists this flexibility in case of unpredictable events. Classical project management can not provide acceptance to events that were not taken into account during the project planning. Acceptance is limited to the processes behind the complete project planning development. The further phases in the classical Projektmanagment show no continuation of this characteristic, so it shows up that the classical project management, after complete project planning, makes no adjustments due to events. Insbesondre is supported this result by the complexity factor; if in the classical Projektmanagment adjustments are made, this pulls a fundamental again planning of the project after itself see section XX. Likewise, it behaves with the dimension of the related organization. Relationship shaping has the meaning of capturing the interrelationships of the project for the analysis of new events and their quick adaptation. The analysis of the use of this relationship organization as Resilientes characteristic shows that it results in the classical Projektmanagment no deepened use. Classical project management does not intend to react to events by adapting the project. In addition, the relationship organization is a long-term communicative process; however, in the classical Projektmanagment, with the centralization of the communication need at the beginning of the project, only the knowledge of the related organization is obtained; however, this is not further deepened. In the following dimension, the responsibility shows this analysis results. Responsibility in the context of resilience presupposes that the knowledge about responsibility is used in order to be able to respond to events in a regulatory manner. In classically managed projects, an event may be understood which area of responsibility is affected by an event. However, the knowledge cannot be applied without adjusting large parts of the project plan for regulation. Beyond this inability of responsible persons to act is the possible generation of "false" unrealistic optimism. Suppose the people involved rely on the regulation by others and do not consider their areas of responsibility regulatory. In that case, optimism is based on the abilities and knowledge of others and not on their abilities and knowledge. Especially here, the separation in the Taylorism characteristic between thinking and acting becomes clear. Not everything project involved in a classically managed project is to be stimulated to thinking, but the execution of assigned elements. The dimensions of self-regulation, solution orientation, and future design are added to this analysis. Based on the principles of the Classic Project Management concept, a single project participant cannot act in a self-regulatory manner. Suppose individual project members adjust their project elements without consultation due to events. In that case, these changes are lost in the complexity and cause irreparable project damage. A project that is only solution-oriented at one point (creating the complete project plan) and cannot adjust its elements in response to events to continue to act solution-oriented cannot build resilience. The future shaping, this dimension is to be analyzed identically as the solution orientation. Not regulating an event through adaptation means shaping the future according to yesterday's standards. Can the classical project management concepts be judged as resilient? It shows that this concept's main features cover the resilience dimension in the best possible way, especially at the beginning of the project. However, it is also limited to this point. The course of the project does not provide for adjustments, so this concept fails at all resilience dimensions. The Agile Project Management Concept In the preceding section XX, the individual dimensions of the Resilienz were defined about the Projektmanagment pronounced. If one refers to the various dimensions of Agile project management, repetitive realizations develop. For this, in particular, the basic features of the Agile Projektmanagment must be regarded. The Agile Projektmanagment sets its conceptual basis in conscious incomplete planning. Thus, at the project's beginning, only the most relevant factors are defined and planned. Since this requires a prioritization, this cannot be set concerning the acceptance characteristic of the Resilienz with its complete neutral analysis. It behaves in the same way as the direct mediation of the relationship organization; at the project's beginning, each interdependence cannot be defined directly due to still open elements. The communication of interdependencies and thus the relationship design appears to be challenging to implement due to the incomplete and prioritized project planning. In the Agilent Projektmanagment, responsibility is not defined up to the object level; this will also not occur during the project. Apart from completing the project, planning within the project and the independent assumption of responsibilities is a primary function in the Agile Projektmanagment. The own assumption of responsibility reflects itself in particular by the characteristic of the redundancy minimization by self-management and Retrospektiven as a conceptional characteristic. This first integrates all projects involved throughout the entire project into the project planning.