1
Q
Hvilke to typer strategier kan man skelne I mellem?
A
Planlagt:
- Faktabaseret analyse
- Sæt et mål og opnå det
- Ledelse: instruere og lede
- Top-down
Emergent:
- Intuitiv proces
- Lær og undersøg
Ledelse: Vejlede og støtte
PPM
flashcards
Decks in class (30)
# Cards
-
Romano, kap 17
-
Mintzberg, The strategy concept, 198711
-
Kreiner, In Search of Relevance, 19954
-
L11
-
Bucero, kap 34
-
Von Flue, kap 46
-
Berggren, The cumulative power of incremental innovation and the role of project sequence management, 20198
-
Kap 5, Parth6
-
Löwstedt et al., Doing strategy in project-based organizations, 20185
-
Unger et al., The three roles of a project portfolio management office, 20124
-
Ward, To have or not to have a PMO - is that the right question?, 20138
-
Kap 7, Brandon Olson4
-
Kap 9, Amaral & Madalena4
-
Hooge & Hatchuel, Value indicators and monitoring in innovative PDM, 20087
-
Fællespointer1
-
Kap 10, Nonino4
-
Kap 11, Parth6
-
Rolf Olsson, Risk management in a multi-project environment, 20088
-
Blichfeldt & Eskerod, Project portfolio management – There’s more to it than what management enacts, 20088
-
Martinsuo, Project portfolio management in practice and in context, 20124
-
Eling et al., The Performance Effects of Combining Rationality and Intuition in Making Early New Product Idea Evaluation Decisions, 20157
-
Fællespointer1
-
Pemsel & Wiewiora, Project management office a knowledge broker in project-based organisations, 20138
-
Christiansen & Varnes, From models to practice: decision making at portfolio meetings, 20086
-
Christiansen & Gasparin, Managing Controversies in the Fuzzy Front End, 20165
-
Zand, Force Field Analysis, 20142
-
Shotter, Inside the Moment of Managing, 20057
-
Shotter & Cunliffe, Managers as Practical Authors, 20033
-
Vendelø, Improvisation and learning in organizations, 20094
-
Jerbrant & Karrbom, Managing project portfolios: balancing flexibility and structure by improvising, 20138
