{"product_id":"managing-networks-in-project-based-organisations-isbn-9781118929926","title":"Managing Networks in Project-Based Organisations","description":"\u003cp\u003e\u003cb\u003eThe first book demonstrating how to apply the principles of social network analysis to managing complex projects\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThis groundbreaking book gets project managers and students up to speed on state-of-the-art applications of social network analysis (SNA) for observing, analysing, and managing complex projects. Written by an expert at the leading edge of the SNA project management movement, it clearly demonstrates how the principles of social network analysis can be used to provide a smarter, more efficient, holistic approach to managing complex projects.\u003c\/p\u003e \u003cp\u003eProject managers, especially those tasked with managing large, complex construction and engineering projects, traditionally have relied upon analysis and decision-making based upon hierarchical structures and vaguely defined project systems, much of which is borrowed from historic scientific management approaches. However, it has become apparent that a more sophisticated methodology is required for observing project systems and managing relationships with today’s more knowledgeable and demanding clients. Social network analysis (SNA) provides just such an approach. Unfortunately, existing books on social network analysis are written primarily for sociologists and mathematicians, with little or no regard for the needs of project managers — until now. The first and only book of its kind, \u003ci\u003eManaging Networks in Project-Based Organisations\u003c\/i\u003e:\u003ci\u003e \u003c\/i\u003e\u003c\/p\u003e \u003cul\u003e \u003cli\u003eOffers a framework and a fully-developed approach to applying SNA theory and methodologies to large, complex projects\u003c\/li\u003e \u003cli\u003eDescribes highly effective strategies and techniques for managing the iterative and transient relationships between network-defining actor roles involved in the delivery of complex projects\u003c\/li\u003e \u003cli\u003eUses numerous real-world examples and case studies of successful applications of SNA to large-scale construction and engineering projects around the world\u003c\/li\u003e \u003cli\u003eDraws on its author’s decades of experience managing complex projects for demanding clients, as well as his extensive academic research in Project Management\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\u003ci\u003eManaging Networks in Project-Based Organisations\u003c\/i\u003e is an important working resource for project management professionals and consultants, especially those serving the construction and engineering industries. It is also an excellent text\/reference for postgraduate students of project management and supply chain management, as well as academic researchers of project management.\u003c\/p\u003e \u003cp\u003eList of Figures xi \u003c\/p\u003e \u003cp\u003eAbout the \u003ci\u003eAuthor\u003c\/i\u003e xiii \u003c\/p\u003e \u003cp\u003ePreface xv \u003c\/p\u003e \u003cp\u003eAcknowledgements xvii \u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Introduction 1\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003eStructure of the Book 2 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Theoretical Context 11\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003eManagement Context 11 \u003c\/p\u003e \u003cp\u003eProject Transitions 12 \u003c\/p\u003e \u003cp\u003eProject Management as Practice 12 \u003c\/p\u003e \u003cp\u003eSystems Theory and Networks 13 \u003c\/p\u003e \u003cp\u003eTransient Relationships 13 \u003c\/p\u003e \u003cp\u003eDyadic Contractual Relationships and Structure 14 \u003c\/p\u003e \u003cp\u003ePermanent and Temporary Organising 15 \u003c\/p\u003e \u003cp\u003eStructure and Networks 16 \u003c\/p\u003e \u003cp\u003eInformation Classification 16 \u003c\/p\u003e \u003cp\u003eNodes and Linkages 17 \u003c\/p\u003e \u003cp\u003eSummary 18 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Networks and Projects 21\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003eDefinition 22 \u003c\/p\u003e \u003cp\u003eOrigins and History of the Concept of Social Networks and their Analysis 22 \u003c\/p\u003e \u003cp\u003eProblems with Projects 24 \u003c\/p\u003e \u003cp\u003eActor Role Classification and Ritualistic Behaviour 25 \u003c\/p\u003e \u003cp\u003eRoutines 26 \u003c\/p\u003e \u003cp\u003eAre Networks a Response to Uncertainty in Projects? 27 \u003c\/p\u003e \u003cp\u003eTemporary Project Systems and their Replication 28 \u003c\/p\u003e \u003cp\u003eBeyond the ‘Iron Triangle’ 28 \u003c\/p\u003e \u003cp\u003eWhy Networks? 30 \u003c\/p\u003e \u003cp\u003e\u003ci\u003eIndividuals\u003c\/i\u003e and Firms in Networks 32 \u003c\/p\u003e \u003cp\u003eProblems Associated with the Use of SNA in Project Research 32 \u003c\/p\u003e \u003cp\u003eSummary 33 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Why Networks? 35\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003eDefinition 36 \u003c\/p\u003e \u003cp\u003eWhy Choose Social Network Analysis? 36 \u003c\/p\u003e \u003cp\u003eProblems Associated with the Use of SNA in Project Research 37 \u003c\/p\u003e \u003cp\u003eConcepts and Terminology 38 \u003c\/p\u003e \u003cp\u003eDefining the Population for the Study 46 \u003c\/p\u003e \u003cp\u003eWhat is a Network? 46 \u003c\/p\u003e \u003cp\u003eActor Characteristics 47 \u003c\/p\u003e \u003cp\u003eNetwork Characteristics 55 \u003c\/p\u003e \u003cp\u003eSome Final Thoughts 56 \u003c\/p\u003e \u003cp\u003eConclusion 58 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Self‐Organising Networks in Projects 61\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003eIntroduction 61 \u003c\/p\u003e \u003cp\u003eWhat Do Project Clients Want? 63 \u003c\/p\u003e \u003cp\u003eDangerous Assumptions 66 \u003c\/p\u003e \u003cp\u003eImplications if these Assumptions are Incorrect 69 \u003c\/p\u003e \u003cp\u003eNetworks and Uncertainty 70 \u003c\/p\u003e \u003cp\u003eDoes it Matter How We Conceptualise the Project? 70 \u003c\/p\u003e \u003cp\u003eProcurement Through Markets and Hierarchies; Project Design and Delivery Through Networks 71 \u003c\/p\u003e \u003cp\u003eSummary and Conclusions 73 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Game Theory and Networks 77\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003eIntroduction 77  \u003c\/p\u003e \u003cp\u003eTo Begin: Some History 78 \u003c\/p\u003e \u003cp\u003eWhat is a Game? 79 \u003c\/p\u003e \u003cp\u003eKey Assumptions 83 \u003c\/p\u003e \u003cp\u003eBenefits of Applying Game Theory to Project Networks 85 \u003c\/p\u003e \u003cp\u003eOther Considerations in Applying Game Theory to Project Networks 85 \u003c\/p\u003e \u003cp\u003eChoices About Actions and Co‐Players 86 \u003c\/p\u003e \u003cp\u003e\u003ci\u003eNash\u003c\/i\u003eEquilibrium 88 \u003c\/p\u003e \u003cp\u003eAnti‐Coordination Behaviour: ‘Hawk–Dove’ and ‘Chicken’ Games 89 \u003c\/p\u003e \u003cp\u003eGame Theory and Information Exchange Network Formation 89 \u003c\/p\u003e \u003cp\u003eGame Theory and the Five Dangerous Assumptions in Projects 90 \u003c\/p\u003e \u003cp\u003eSummary and Conclusions 93 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Network Roles and Personality Types 95\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003eNetwork Roles 98 \u003c\/p\u003e \u003cp\u003ePersonality Traits 104 \u003c\/p\u003e \u003cp\u003eHumour and Behaviour in Networks 104 \u003c\/p\u003e \u003cp\u003eProfiling an Ideal Project Network Actor 109 \u003c\/p\u003e \u003cp\u003eSpecific Personality Traits 109 \u003c\/p\u003e \u003cp\u003eNetwork Roles and Personality Traits 113 \u003c\/p\u003e \u003cp\u003eSummary 115 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Network Enabling 117\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003eWhat Do We Mean by Network Enabling? 117 \u003c\/p\u003e \u003cp\u003eTrust 119 \u003c\/p\u003e \u003cp\u003eEmpathy 120 \u003c\/p\u003e \u003cp\u003eReciprocity, Favours and Psychological Contracts 123 \u003c\/p\u003e \u003cp\u003eImplications of Violation of Psychological Contracts 124 \u003c\/p\u003e \u003cp\u003eGenerosity 126 \u003c\/p\u003e \u003cp\u003eCharacteristics of\u003ci\u003eIndividuals\u003c\/i\u003e that are Destructive for Networks 128 \u003c\/p\u003e \u003cp\u003eNarcissism 129 \u003c\/p\u003e \u003cp\u003eEgotism 130 \u003c\/p\u003e \u003cp\u003eSummary 131 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Project Networks and Building Information Modelling 133\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003eBIM Origins 133 \u003c\/p\u003e \u003cp\u003eBuilding Information Modelling and Information Management 134 \u003c\/p\u003e \u003cp\u003eInformation Management and Organisation Structure 135 \u003c\/p\u003e \u003cp\u003eBIM as an Artefact 135 \u003c\/p\u003e \u003cp\u003eSelf‐Organising Networks in the Context of Design 137 \u003c\/p\u003e \u003cp\u003eBIM and Networks: A Research Agenda 139 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Introduction to the Case Studies 143\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003eTechnical Overview of Case Studies 143 \u003c\/p\u003e \u003cp\u003eResearch Funding 146 \u003c\/p\u003e \u003cp\u003eSummary 146 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Case Study 1: Communities in Self‐Organising Project Networks 147\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003eData Collection 148 \u003c\/p\u003e \u003cp\u003eData Analysis 150 \u003c\/p\u003e \u003cp\u003eFindings 150 \u003c\/p\u003e \u003cp\u003eCommunities in Self‐Organising Project Networks 152 \u003c\/p\u003e \u003cp\u003eSummary 154 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Case Study 2: Dysfunctional Prominence in Self‐Organising Project Networks 157\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003eData Collection 157 \u003c\/p\u003e \u003cp\u003eData Analysis 158 \u003c\/p\u003e \u003cp\u003eActor Prominence Measures 158 \u003c\/p\u003e \u003cp\u003eOrganisational Networks 160 \u003c\/p\u003e \u003cp\u003eSummary 162 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Case Study 3: Costing Networks 165\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003eConceptual Framework 165 \u003c\/p\u003e \u003cp\u003eNetwork Costs 166 \u003c\/p\u003e \u003cp\u003eData Analysis 167 \u003c\/p\u003e \u003cp\u003eSummary 168 \u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 Summary and Conclusions 171\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003eIntroduction 171 \u003c\/p\u003e \u003cp\u003eChapter Summaries 171 \u003c\/p\u003e \u003cp\u003eConclusions 177 \u003c\/p\u003e \u003cp\u003eAppendix 181 \u003c\/p\u003e \u003cp\u003eReferences 183 \u003c\/p\u003e \u003cp\u003eIndex 207\u003c\/p\u003e \u003cp\u003e\u003cb\u003eStephen Pryke, FRICS, MSc, PhD, PGCertEd, DipS, MCMI,\u003c\/b\u003e is Professor of Supply Chain and Project Networks,  Course Director of the MSc Project and Enterprise Management and Director of Postgraduate Teaching and Learning at University College London. He is also the Director of the Centre for Organisational Network Analysis (CONA@UCL). He has provided project management training and consultancy to a number of major European companies and has been a consultant with Durland Consulting in Chicago, a management consultant specialising in social network analysis.\u003c\/p\u003e   \u003cp\u003e\u003cstrong\u003e The first book demonstrating how to apply the principles of social network analysis to managing complex projects\u003c\/strong\u003e  \u003c\/p\u003e\u003cp\u003eThis groundbreaking book gets project managers and students up to speed on state-of-the-art applications of social network analysis (SNA) for observing, analysing, and managing complex projects. Written by an expert at the leading edge of the SNA project management movement, it clearly demonstrates how the principles of social network analysis can be used to provide a smarter, more efficient, holistic approach to managing complex projects.  \u003c\/p\u003e\u003cp\u003e Project managers, especially those tasked with managing large, complex construction and engineering projects, traditionally have relied upon analysis and decision-making based upon hierarchical structures and vaguely defined project systems, much of which is borrowed from historic scientific management approaches. However, it has become apparent that a more sophisticated methodology is required for observing project systems and managing relationships with today's more knowledgeable and demanding clients. Social network analysis (SNA) provides just such an approach. Unfortunately, existing books on social network analysis are written primarily for sociologists and mathematicians, with little or no regard for the needs of project managers—until now. The first and only book of its kind, \u003cem\u003eManaging Networks in Project-Based Organisations:\u003c\/em\u003e  \u003c\/p\u003e\u003cul\u003e \u003cli\u003eOffers a framework and a fully-developed approach to applying SNA theory and methodologies to large, complex projects\u003c\/li\u003e \u003cli\u003eDescribes highly effective strategies and techniques for managing the iterative and transient relationships between network-defining actor roles involved in the delivery of complex projects\u003c\/li\u003e \u003cli\u003eUses numerous real-world examples and case studies of successful applications of SNA to large-scale construction and engineering projects around the world \u003c\/li\u003e \u003cli\u003eDraws on its author's decades of experience managing complex projects for demanding clients, as well as his extensive academic research in Project Management\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\u003cem\u003e\u003cbr\u003e Managing Networks in Project-Based Organisations\u003c\/em\u003e is an important working resource for project management professionals and consultants, especially those serving the construction and engineering industries. It is also an excellent text\/reference for postgraduate students of project management and supply chain management, as well as academic researchers of project management.  \u003c\/p\u003e\u003cp\u003e\u003c\/p\u003e","brand":"Wiley-Blackwell","offers":[{"title":"Default Title","offer_id":47989566505189,"sku":"NP9781118929926","price":111.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781118929926.jpg?v=1761784624","url":"https:\/\/k12savings.com\/es\/products\/managing-networks-in-project-based-organisations-isbn-9781118929926","provider":"K12savings","version":"1.0","type":"link"}