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E-raamat: Systemic and Systematic Project Management [Taylor & Francis e-raamat]

(Principal, The Right Requirement, Australia)
  • Formaat: 402 pages, 90 Tables, black and white; 91 Line drawings, black and white; 91 Illustrations, black and white
  • Ilmumisaeg: 16-Jul-2019
  • Kirjastus: CRC Press
  • ISBN-13: 9780429021282
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  • Taylor & Francis e-raamat
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Systemic and Systematic Project ManagementSuurem pilt
  • Formaat: 402 pages, 90 Tables, black and white; 91 Line drawings, black and white; 91 Illustrations, black and white
  • Ilmumisaeg: 16-Jul-2019
  • Kirjastus: CRC Press
  • ISBN-13: 9780429021282
Teised raamatud teemal:
Taylor & Francis e-raamatudRohkem infot Taylor & Francis e-raamatute kohta
Raamatu kodulehekülg: https://www.taylorfrancis.com/books/9780429021282
This book applies systems thinking to treat project management in a systemic and systematic manner from a problem-solving perspective. Considering the project as a system, the book discusses traditional project planning and organizing, as well as some neglected aspects of the project, namely how to prevent cost and schedule escalation, how to deal with change, recognize problems in time to prevent project failure and what to do when things go wrong during the implementation states of a project.

This book provides you with a better understanding of the systems approach to problem-solving and project management that will enable you to be more successful at managing projects.

Features











Treats projects as systems Presents project management as a problem-solving paradigm Discusses how to incorporate prevention into planning and how to show the value Describes what to do and how to cope with unanticipated problems that arise during the project implementation state Introduces new tools and techniques
List of Figures xix
List of Tables xxiii
Preface xxvii
Acknowledgements xxix
Author xxxi
Chapter 1 Introduction 1(8)
1.1 The Contents of This Book
2(5)
1.2 How to Read and Use This Book
7(1)
References
8(1)
Chapter 2 The Seven Interdependent P's of a Project 9(46)
2.1 People
10(32)
2.1.1 Thinking
10(8)
2.1.1.1 Critical Thinking
11(1)
2.1.1.2 Systems Thinking
12(1)
2.1.1.3 The Two Distinct Types of Systems Thinking
12(2)
2.1.1.4 Beyond Systems Thinking
14(4)
2.1.2 Categories of People
18(1)
2.1.2.1 The Five Ways of Approaching Problems
18(1)
2.1.2.2 The Five Levels of Critical Thinking
18(1)
2.1.3 Competence
19(3)
2.1.3.1 Using the CMM
21(1)
2.1.4 Motivation
22(5)
2.1.4.1 Externals and Internals
23(1)
2.1.4.2 McGregor's Theory X and Theory Y
23(1)
2.1.4.3 Maslow's Hierarchical Classification of Needs
24(1)
2.1.4.4 The Herzberg Motivation-Hygiene Theory
25(1)
2.1.4.5 Recognition and Rewards
25(1)
2.1.4.6 Expectations Affect Performance
26(1)
2.1.4.7 Discussion
26(1)
2.1.5 Meetings
27(1)
2.1.6 Communications
28(6)
2.1.6.1 Formal Written Communications
29(1)
2.1.6.2 Formal Verbal Communications
29(5)
2.1.7 Miscommunications
34(3)
2.1.7.1 Cultural Differences in Perception
35(1)
2.1.7.2 Emotion
35
2.1.7.3 Language
15(22)
2.1.7.4 Signal-to-Noise Ratio
37(1)
2.1.8 Mitigating the Effect of and Overcoming Miscommunications
37(5)
2.1.8.1 Questions
37(4)
2.1.8.2 Answers
41(1)
2.1.8.3 Active Listening
41(1)
2.2 Politics
42(4)
2.2.1 Positive Use of Politics
44(1)
2.2.2 Negative Use of Politics
44(1)
2.2.3 Seven Steps That a Project Manager Can Take to Become Politically Astute
45(1)
2.3 Prevention
46(1)
2.4 Problems
47(1)
2.5 Processes
47(2)
2.5.1 The Process Timeline
48(1)
2.5.2 The Three Streams of Activities
48(1)
2.6 Profit
49(1)
2.7 Products
50(1)
2.8 Summary
50(1)
References
50(5)
Chapter 3 Perceptions of Problem-Solving 55(42)
3.1 Big Picture
55(4)
3.1.1 Assumptions Underlying Formal Problem-Solving
55(1)
3.1.2 Selected Myths of Problem-Solving
56(3)
3.1.2.1 All Problems Can Be Solved
56(1)
3.1.2.2 All Problems Have a Single Correct Solution
57(1)
3.1.2.3 The Problem-Solving Process is a Linear Time-Ordered Sequence
58(1)
3.1.2.4 One Problem-Solving Approach Can Solve All Problems
59(1)
3.2 Quantitative
59(2)
3.2.1 Components of Problems
59(2)
3.3 Structural
61(1)
3.3.1 Classifications of Problems
61(1)
3.3.2 The Level of Difficulty of Problems
61(1)
3.4 Continuum
62(10)
3.4.1 Problems and Symptoms
62(1)
3.4.2 The Difference between the Quality of the Decision and the Quality of the Outcome
63(1)
3.4.3 The Different Decision Outcomes
63(4)
3.4.3.1 Sources of Unanticipated Consequences or Outcomes of Decisions
65(2)
3.4.4 Research and Intervention Problems
67(3)
3.4.4.1 Research Problems
67(2)
3.4.4.2 Intervention Problems
69(1)
3.4.5 The Different Categories of Problems
70(1)
3.4.5.1 Well-Structured Problems
70(1)
3.4.5.2 Ill-Structured Problems
71(1)
3.4.5.3 Wicked Problems
71(1)
3.4.6 The Different Domains of a Problem
71(1)
3.4.7 The Technological System Implementation Continuum
72(1)
3.5 Functional
72(1)
3.5.1 Decision-Making
72(1)
3.5.1.1 Decision-Making Tools
73(1)
3.6 Operational
73(3)
3.6.1 The Simple Problem-Solving Process
74(1)
3.6.2 The Extended Problem-Solving Process
74(2)
3.7 Scientific
76(2)
3.7.1 A Problem Formulation Template
76(2)
3.8 Complexity
78(6)
3.8.1 Continuum
79(2)
3.8.1.1 The Complexity Dichotomy
79(1)
3.8.1.2 Various Definitions of Complexity
79(1)
3.8.1.3 Partitioning Complexity
80(1)
3.8.2 Temporal
81(1)
3.8.3 Scientific
81(3)
3.8.3.1 Resolving the Complexity Dichotomy
82(2)
3.8.3.2 The Problem Classification Framework
84(1)
3.9 Remedying Well-Structured Problems
84(7)
3.9.1 The Two-Part SDP
85(2)
3.9.2 The Multiple-Iteration Problem-Solving Process
87(3)
3.9.2.1 The First Problem-Solving Processes
88(1)
3.9.2.2 The Second Problem-Solving Process
89(1)
3.9.3 A New Product Development Process
90(1)
3.10 Remedying Ill-Structured Problems
91(1)
3.11 Remedying Complex Problems
91(3)
3.11.1 Remedying Well-Structured Complex Problems
91(1)
3.11.2 Remedying Ill-Structured Complex Problems
91(2)
3.11.3 Remedying Wicked Problems
93(1)
3.12 Summary
94(1)
References
94(3)
Chapter 4 Management: General and Project Management 97(18)
4.1 The Purpose of Management
97(1)
4.2 Perceptions of Management
97(4)
4.2.1 Big Picture
97(1)
4.2.2 Operational
98(1)
4.2.3 Functional
99(1)
4.2.4 Continuum
99(2)
4.2.4.1 The Differences between a Manager and a Leader
100(1)
4.2.4.2 The Difference in Competence
100(1)
4.2.4.3 The Three Types of Management
100(1)
4.2.4.4 The Difference between the Requirements for the Project and the Requirements for the Product Produced by the Project
100(1)
4.2.5 Quantitative
101(1)
4.2.6 Temporal
101(1)
4.3 General Management
101(1)
4.4 Project Management
101(8)
4.4.1 Projects
102(4)
4.4.1.1 Purpose
102(1)
4.4.1.2 Activities
102(1)
4.4.1.3 Funding
103(1)
4.4.1.4 Milestones
103(1)
4.4.1.5 Need
103(1)
4.4.1.6 Priority
103(1)
4.4.1.7 Sponsor
103(1)
4.4.1.8 Stakeholders
104(1)
4.4.1.9 Customers
104(1)
4.4.1.10 Timeline
104(1)
4.4.1.11 The ROI
104(1)
4.4.1.12 Outcomes
105(1)
4.4.1.13 Risks
106(1)
4.4.2 The Triple and Quadruple Constraints of Project Management
106(1)
4.4.3 Project Organization
107(2)
4.4.3.1 Project Hierarchy
107(1)
4.4.3.2 Customer-Project Interfaces
108(1)
4.5 Taking over a Project
109(2)
4.5.1 Gain an Understanding of the Situation
109(1)
4.5.2 Decide If Changes Need to Be Made
110(1)
4.5.3 Prepare a Change Management Plan
110(1)
4.5.4 Present the Change Management Plan to the Important Stakeholders
111(1)
4.5.5 Make the Changes
111(1)
4.6 Research Projects
111(2)
4.6.1 Types of Research Projects
111(1)
4.6.2 Sponsor Management
112(1)
4.6.3 The Need for a Pollinator
112(1)
4.7 Summary
113(1)
References
113(2)
Chapter 5 Project Planning 115(80)
5.1 The Project Planning Paradox
115(1)
5.2 Project Planning and Managing Tools
116(14)
5.2.1 The PAM Chart
116(2)
5.2.1.1 Creating a PAM Chart
117(1)
5.2.2 GANTT Charts
118(3)
5.2.2.1 Creating a Gantt Chart
120(1)
5.2.3 PERT Charts
121(4)
5.2.3.1 Creating a PERT Chart
123(2)
5.2.4 Timelines
125(1)
5.2.4.1 Creating a Timeline
125(1)
5.2.5 The GANTT-PERT Cross-Check
126(1)
5.2.6 The WP
127(3)
5.2.6.1 The Benefits of Using WPs
128(2)
5.3 The Project Lifecycle
130(3)
5.3.1 The Four-State Project Lifecycle
130(3)
5.3.1.1 The Project Initiation State
130(1)
5.3.1.2 The Project Planning State
131(1)
5.3.1.3 The Project Performance State
131(1)
5.3.1.4 The Project Closeout State
132(1)
5.4 The SLC
133(9)
5.4.1 The States in the SLC
133(2)
5.4.2 Milestones
135(3)
5.4.2.1 Informal Reviews
137(1)
5.4.2.2 Formal Reviews
137(1)
5.4.3 The Cataract Methodology
138(4)
5.4.3.1 Build Zero
139(3)
5.5 The Project Plan
142(1)
5.6 Generic Planning
142(5)
5.6.1 Build a Little Test a Little
145(2)
5.7 Specific Planning
147(1)
5.7.1 The Process for Creating a Specific PP
147(1)
5.8 The Planning Process
147(5)
5.8.1 The Numbering System
148(1)
5.8.2 Process Architecting
149(6)
5.8.2.1 The WBS
151(1)
5.8.2.2 Common Errors in Developing a WBS
152(1)
5.9 The Systems Approach to Project Planning
152(3)
5.10 Using 'Prevention' to Lower Project Completion Risk
155(1)
5.11 The Presentation Exercise
155(30)
5.11.1 The Grading Criteria for the Presentation Exercise
156(1)
5.11.2 The Requirements for the Presentation Exercise
156(2)
5.11.3 The Presentation Exercise Project Planning State
158(1)
5.11.4 The Project Numbering System
158(2)
5.11.4.1 The Activity Categories
158(1)
5.11.4.2 The Product Categories
158(1)
5.11.4.3 The Exercise Activities, Products and WPs
158(2)
5.11.5 The Presentation Planning State (WP 00000)
160(1)
5.11.6 The Presentation Requirements State (WP 10000)
161(7)
5.11.7 The Presentation Design State (WP 20000)
168(1)
5.11.8 The Presentation Construction State (WP 30000)
168(8)
5.11.9 The Presentation Integration and Testing States (WP 40000)
176(9)
5.11.10 The Presentation Delivery and Grading State (WP 5000)
185(1)
5.11.11 Achievements at this Point in Time
185(1)
5.12 The Engaporean MCSSRP Exercise
185(7)
5.12.1 The Requirements for the Exercise
189(3)
5.13 Summary
192(1)
References
193(2)
Chapter 6 Successful Project Staffing 195(16)
6.1 People
195(5)
6.1.1 Availability
195(1)
6.1.2 Competencies and Skills
195(1)
6.1.3 Compatibility
196(1)
6.1.4 Permanent or Temporary
196(1)
6.1.5 Costs
196(1)
6.1.6 Teams
197(3)
6.1.6.1 The Lifecycle of a Team
197(1)
6.1.6.2 Characteristics of Effective Teams
198(1)
6.1.6.3 Creating and Staffing Effective Teams
198(2)
6.2 The Systems Approach to Staffing a Team
200(3)
6.2.1 Breaking Out What Needs to Be Done into Specific Activities in the Three Streams of Work
201(1)
6.2.2 Determining the Necessary Skills and Competencies to Do the Activities
201(1)
6.2.3 Partitioning the Activities into Jobs
201(1)
6.2.4 Staffing Each of the Job Positions
202(1)
6.3 The Presentation Exercise
203(6)
6.3.1 Achievements at This Point in Time
209(1)
6.4 The Engaporean MCSSRP Exercise
209(1)
6.4.1 Requirements for the Exercise
209(1)
6.5 Summary
210(1)
References
210(1)
Chapter 7 Successful Project Scheduling 211(18)
7.1 Scheduling
211(1)
7.2 Estimating the Correct Amount of Time for Activities
212(1)
7.3 Levelling the Workload
213(1)
7.4 The Critical Path
214(5)
7.4.1 Slack Time, Early and Late Finishes
216(1)
7.4.2 The Fallacy in the Use of Slack Time in Fixed Resource Situations
217(1)
7.4.3 Accuracies of the Estimated Schedules
218(1)
7.5 The Theory of Constraints
219(1)
7.6 The Critical Chain
219(2)
7.6.1 Use of the Critical Chain in Project Management
220(1)
7.7 The Presentation Exercise
221(5)
7.7.1 Achievements at This Point in Time
226(1)
7.8 The Engaporean MCSSRP Exercise
226(1)
7.8.1 The Requirements for the Exercise
226(1)
7.9 Summary
227(1)
References
227(2)
Chapter 8 Successful Project Cost Estimating 229(22)
8.1 The Three Axes of Cost-Effective Projects
229(2)
8.2 The Reason for Estimating Project Costs
231(1)
8.3 Methods for Estimating Project Costs
231(7)
8.3.1 Conceptual Design to Cost
233(3)
8.3.1.1 Benefits of Using CDTC
233(1)
8.3.1.2 Identifying and Prioritizing the Needed Capability
234(1)
8.3.1.3 Benchmarking the Capability
234(1)
8.3.1.4 Determining the Target Price for the Product
234(1)
8.3.1.5 Estimating the Cost of the Product
235(1)
8.3.1.6 Adjusting the Cost Estimate
236(1)
8.3.2 Lifecycle Costing
236(2)
8.3.3 Cost as an Independent Variable
238(1)
8.4 Accuracies of Cost Estimates
238(1)
8.5 Categories of Costs
239(1)
8.6 Ways of Controlling Costs
240(4)
8.6.1 Failing to Communicate the Vision
240(1)
8.6.2 Failing to Understand the Customer's Real Requirements
241(1)
8.6.3 Failing to Plan Ahead
241(1)
8.6.4 Failing to Control Changes
242(1)
8.6.5 Failing to Apply Lessons Learned from the Past
242(1)
8.6.6 Failing to Document the Reasons for Decisions
243(1)
8.6.7 Failing to Maximize Use of COTS
243(1)
8.7 Types of Contracts
244(1)
8.8 The Presentation Exercise
244(3)
8.8.1 Achievements at This Point in Time
246(1)
8.9 The Engaporean MCSSRP Exercise
247(1)
8.9.1 The Requirements for the Exercise
247(1)
8.10 Summary
248(1)
References
248(3)
Chapter 9 Successfully Adjusting Project Schedules and Costs 251(16)
9.1 Shortening the Schedule
251(4)
9.1.1 Overtime
252(1)
9.1.2 Adding People
253(1)
9.1.3 Crashing a Project
253(1)
9.1.4 Improving Productivity
254(1)
9.2 Reducing Costs
255(1)
9.2.1 Replacing Personnel Assigned to an Activity with Lower-Cost Personnel
255(1)
9.2.2 Increasing the Schedule
255(1)
9.2.3 Deleting Some of the Work without Changing the Requirements
256(1)
9.2.4 Reducing Materiel Costs
256(1)
9.2.5 Redesigning the Product
256(1)
9.2.6 Removing the Low-Priority Requirements
256(1)
9.3 Cancelling a Project
256(1)
9.4 The Widget System Project
257(4)
9.4.1 Changes Due to Delays
258(2)
9.4.2 Comments
260(1)
9.4.3 Lessons Learned
261(1)
9.5 The Presentation Exercise
261(4)
9.5.1 Modifying the Staffing Level
261(2)
9.5.2 Adjusting the Schedule
263(1)
9.5.3 Adjusting the Costs
263(2)
9.6 The Engaporean MCSSRP Exercise
265(1)
9.6.1 The Requirements for the Exercise
265(1)
9.7 Summary
266(1)
References
266(1)
Chapter 10 An Introduction to Managing Risk and Uncertainty over the Project Lifecyle 267(14)
10.1 Definitions of the Terminology
267(1)
10.2 Risks and Opportunities
268(1)
10.2.1 The Risk Rectangle
268(1)
10.2.1.1 The Flaw in the Risk Rectangle
269(1)
10.3 Risk Management
269(2)
10.3.1 Selected Myths of Risk Management
270(1)
10.3.2 The Traditional Approach to Risk Management
270(1)
10.3.3 The Systems Approach to Risk Management
271(1)
10.4 Risks Based on the Availability of Technology
271(5)
10.4.1 The Technology Availability Window of Opportunity
273(3)
10.5 Risk Profiles
276(1)
10.6 Risk Mitigation or Risk Prevention
277(1)
10.7 Cascading Risks
277(1)
10.8 Contingencies and Contingency Plans
277(1)
10.9 The Engaporean MCSSRP Exercise
278(1)
10.9.1 The Requirements for the Exercise
278(1)
10.10 Summary
279(1)
References
279(2)
Chapter 11 Successful Performance Monitoring and Controlling 281(54)
11.1 Detecting and Preventing Potential Project Overruns
282(1)
11.2 Ways to Detect Impending Project Failure
283(3)
11.2.1 The Top Ten Risk-Indicators
284(1)
11.2.2 The Six Risk-Indicators Most of the Respondents Disagreed
285(1)
11.3 Managing Changes in Project Scope
286(2)
11.3.1 Effect of Change on Project
286(1)
11.3.2 Change Request Processing
286(2)
11.4 EVA
288(11)
11.4.1 The Elements of EVA
288(1)
11.4.2 The Terminology of EVA
289(2)
11.4.2.1 Planning or Estimating Terminology
289(1)
11.4.2.2 Project Monitoring and Controlling Terminology
289(1)
11.4.2.3 Indices and Summary Terminology
289(1)
11.4.2.4 EVA Calculations
289(2)
11.4.3 Requirements for the Use of EVA in a Project
291(1)
11.4.4 Advantages and Disadvantages of EVA
292(1)
11.4.4.1 EVA Advantages
292(1)
11.4.4.2 EVA Disadvantages
292(1)
11.4.5 Examples of the Use of EVA
292(7)
11.4.5.1 The Master's Degree Project
292(4)
11.4.5.2 The Data Centre Upgrade Project
296(3)
11.4.6 The Systems Approach Perspective on EVA
299(1)
11.5 CRIP Charts
299(23)
11.5.1 The Five-Step CRIP Approach
300(2)
11.5.1.1 Step 1: Identify Categories for the Requirements
301(1)
11.5.1.2 Step 2: Quantify Each Category into Ranges
301(1)
11.5.1.3 Step 3: Categorize the Requirements
302(1)
11.5.1.4 Step 4: Place Each Requirement into a Range in Each Category
302(1)
11.5.1.5 Step 5: States of Implementation
302(1)
11.5.2 Populating and Using the CRIP Chart
302(3)
11.5.3 Advantages of the CRIP Approach
305(1)
11.5.4 Disadvantages of the CRIP Approach
305(1)
11.5.5 Examples of Using CRIP Charts in Different Types of Projects
305(17)
11.5.5.1 The Ideal Project
309(4)
11.5.5.2 A Project with Requirements Creep
313(5)
11.5.5.3 The Challenged Project
318(1)
11.5.5.4 The 'Make Up Your Mind' Project
319(3)
11.5.6 Comments
322(1)
11.6 Traffic Light and ETL Charts
322(7)
11.6.1 Traffic Light Charts
322(1)
11.6.2 ETL Charts
323(6)
11.6.2.1 Creating an ETL Chart for Use in a Presentation
328(1)
11.6.2.2 Adding Even More Information
328(1)
11.7 MBO
329(1)
11.7.1 MBO in the Planning State of a Project
330(1)
11.8 MBE
330(2)
11.8.1 The Key Ingredients in MBE
330(1)
11.8.2 Advantages and Disadvantages of MBE
331(1)
11.8.3 Using MBE
331(1)
11.9 The Engaporean MCSSRP Exercise
332(1)
11.9.1 The Requirements for the Exercise
332(1)
11.10 Summary
332(1)
References
332(3)
Chapter 12 The Human Element 335(18)
12.1 Time Management
335(1)
12.2 People Management
336(3)
12.2.1 Rewards and Recognition
336(3)
12.2.1.1 Performance Evaluations
336(3)
12.3 Conflict
339(2)
12.3.1 Basis for Conflict
340(1)
12.3.2 Response to Conflict
340(1)
12.3.2.1 Gaining an Understanding of the Situation
340(1)
12.3.3 Perceptions of Conflict
340(1)
12.4 Leadership
341(5)
12.4.1 Types of Power and Influence
342(1)
12.4.2 Types of Authority
343(1)
12.4.3 Leadership Styles
343(3)
12.4.3.1 Persuading
343(1)
12.4.3.2 Telling
343(1)
12.4.3.3 Selling
344(1)
12.4.3.4 Participating
344(1)
12.4.3.5 Delegating
344(1)
12.4.3.6 Situational
345(1)
12.5 Negotiation
346(2)
12.5.1 Negotiation Positions
346(1)
12.5.2 Negotiation Outcomes
346(1)
12.5.3 Negotiating Styles
347(1)
12.5.4 Negotiating Tips
347(1)
12.6 Managing Stakeholders
348(2)
12.7 The Multi-satellite Communications Switching System Replacement Project Exercise
350(1)
12.7.1 The Requirements for the Exercise
350(1)
12.8 Summary
351(1)
References
351(2)
Chapter 13 Ethics 353(14)
13.1 Personal Ethics
353(1)
13.2 Organizational Ethics
354(1)
13.3 Professional Ethics
354(1)
13.4 Personal Integrity
354(1)
13.5 The Ethical Dilemma
355(7)
13.5.1 The Issues
355(2)
13.5.1.1 The Law
355(1)
13.5.1.2 Your Motives
356(1)
13.5.1.3 The Company's Ethics Policy
356(1)
13.5.1.4 The Consequences of Your Actions
357(1)
13.5.2 The Approach to Solving the Ethical Problem
357(6)
13.5.2.1 Analyse the Situation
358(1)
13.5.2.2 Identify Appropriate Lessons Learned
358(1)
13.5.2.3 Develop Alternatives
358(1)
13.5.2.4 Determine the Probable Outcome of Each Alternative Decision
358(1)
13.5.2.5 Evaluate the Alternatives
359(1)
13.5.2.6 Taking Action
360(2)
13.6 Lessons Learned
362(1)
13.7 The Multi-satellite Communications Switching System Replacement Project Exercise
363(1)
13.7.1 The Requirements for the Exercise
363(1)
13.8 Summary
364(1)
References
364(3)
Appendix 1: The Engaporian Multi-satellite Operations Control Centre Communications Switching System Replacement Project 367(2)
Appendix 2: Change Management Events 369(2)
Appendix 3: Presentation Guidelines and Requirements 371(2)
Appendix 4: Staffing Information 373(2)
Appendix 5: Resumes for the Session 6 Exercise 375(18)
Author Index 393(4)
Subject Index 397
Joseph Eli Kasser has been a practicing systems engineer and project manager for more than 48 years and an academic for 20 years. He is a Fellow of the Institution of Engineering and Technology (IET), a Fellow of the Institution of Engineers (Singapore), the author of four books and many conference and journal papers. He is a recipient of many awards including NASAs Manned Space Flight Awareness Award (Silver Snoopy) for quality and technical excellence for performing and directing systems. He spent 2007-2016 teaching and researching the nature of systems thinking.
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