Process Management Why Project Management Fails in Complex Decision
What is it that makes a manager or a politician a successful decision maker? Our first inclination would be to say decisiveness and substance. Many managers who met those criteria, however, have had to abandon the field in the past several years..--The au
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Hans de Bruijn Ernst ten Heuvelhof Roel in ’t Veld
Process Management Why Project Management Fails in Complex Decision Making Processes
Second Edition
123
Prof. Dr. Hans de Bruijn Delft University of Technology Faculty of Technology, Policy and Management Jaffalaan 5 2628 BX Delft Netherlands e-mail: [email protected]
Prof. Dr. Ernst ten Heuvelhof Delft University of Technology Faculty of Technology, Policy and Management Jaffalaan 5 2628 BX Delft Netherlands e-mail: [email protected]
Prof. Dr. Roel in ’t Veld Waterbieskreek 40 2353 JH Leiderdorp Netherlands e-mail: [email protected]
ISBN 978-3-642-13940-6
e-ISBN 978-3-642-13941-3
DOI 10.1007/978-3-642-13941-3 Springer Heidelberg Dordrecht London New York Library of Congress Control Number: 2010931391 Ó Springer-Verlag Berlin Heidelberg 2003, 2010 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer. Violations are liable to prosecution under the German Copyright Law. The use of general descriptive names, registered names, trademarks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. Cover design: WMXDesign GmbH Printed on acid-free paper Springer is part of Springer Science+Business Media (www.springer.com)
Table of Contents
1
Introduction: Process and Content . . . . . . . . . . . . . . . . . . . . . 1.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.2 The Process Approach to Change: a Preliminary Description 1.2.1 Agreements About the Rules that the Parties will use Reach a Decision . . . . . . . . . . . . . . . . . . . . . . . . . 1.2.2 The Process Manager and the Process Architect . . . . 1.3 Structure of this Book . . . . . . . . . . . . . . . . . . . . . . . . . . . References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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1 1 2
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3 4 5 6
Positioning the Process Approach . . . . . . . . . . . . . . . . . . . . . . . . . 2.1 Introduction: From Deal to Process . . . . . . . . . . . . . . . . . . . . . 2.2 Positioning Process Management . . . . . . . . . . . . . . . . . . . . . . . 2.3. Process Management Versus Substance . . . . . . . . . . . . . . . . . . 2.3.1 From Objective to Authoritative: Negotiated Knowledge . 2.4 Process Management Versus Command and Control . . . . . . . . . 2.5 Process Management Versus Project Management . . . . . . . . . . . 2.5.1 Dynamics. . . . . . . . . . . . . . . . . .
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