Learning has become a constant state of mind for most professionals in today's organizations. However, to become a true learning enterprise, organizations cannot stop at instilling this yearning for knowledge into their collaborators. They must also capture and formalize the common know-how of the organization, as well as provide time and infrastructure to allow learning moments to happen. The aim of the Gaming Workgroup within IFIP 5.7 on Integrated Production Management Systems and the European Group of University Teachers for Industrial Management EHTB is to develop tools and formalisms to support experimental learning in these organizations. It has been proven that modelling the know-how, using visual environments such as multimedia and graphic simulations, is a first step. This in turn allows for the development of games, i.e. challenging settings that foster group interaction and problem solving. Games in Operations Management provides an excellent overview of the different game formats that have been developed and tested in past years, and includes games in a manufacturing environment, games in a services environment, and games for teaching organizational values. The book comprises the selected, revised proceedings of the 4th International Workshop on Games in Production Management: Experimental Learning in Industrial Management, which was sponsored by the International Federation for Information Processing (IFIP) and held in November, 1998, in Ghent, Belgium. The book will be of particular interest to organizational trainers, providing a good overview of state-of-the-art game and training formats as well as hints and advice on how to organize interactive training sessions. It will also be of interest to researchers in industrial engineering, industrial management, and operations management.

Over the last few years, games of different types have been successfully used in the teaching of production management and in the introduction of new planning methods and systems in industrial enterprises. Games have been used to explain the dynamic nature of production management and for testing new planning principles. Company-specific games have recently been involved as part of developing new production management systems.

Learning has become a constant state of mind for most professionals in today's organizations. However, to become a true learning enterprise, organizations cannot stop at instilling this yearning for knowledge into their collaborators. They must also capture and formalize the common know-how of the organization, as well as provide time and infrastructure to allow learning moments to happen. The aim of the Gaming Workgroup within IFIP 5.7 on Integrated Production Management Systems and the European Group of University Teachers for Industrial Management EHTB is to develop tools and formalisms to support experimental learning in these organizations. It has been proven that modelling the know-how, using visual environments such as multimedia and graphic simulations, is a first step. This in turn allows for the development of games, i.e. challenging settings that foster group interaction and problem solving. Games in Operations Management provides an excellent overview of the different game formats that have been developed and tested in past years, and includes games in a manufacturing environment, games in a services environment, and games for teaching organizational values. The book comprises the selected, revised proceedings of the 4th International Workshop on Games in Production Management: Experimental Learning in Industrial Management, which was sponsored by the International Federation for Information Processing (IFIP) and held in November, 1998, in Ghent, Belgium. The book will be of particular interest to organizational trainers, providing a good overview of state-of-the-art game and training formats as well as hints and advice on how to organize interactive training sessions. It will also be of interest to researchers in industrial engineering, industrial management, and operations management.

Modern projects are confronted with complexity and ambiguity. To provide a holistic framework, this book presents five core elements of a project: project management, project task, stakeholders, resources, and project environment. This model is used to identify the nature of a specific project and to develop appropriate project solutions for business success. It also allows a circular planning process that gradually leads to coherence among these five elements. To better cope with the complexity of the project environment, the authors adopt a multi-perspective framework that considers technical, business, organisational, and stakeholder perspectives. This framework recommends that change management is viewed as an integral part of a project. This book is organized in two, almost equal parts: a theoretical part that covers the key models and issues related to project management, and a set of appendices, which include a number of tool sheets aimed at providing practical methods, techniques and checklists. By integrating the theoretical and the practical, the authors extend and rethink recent developments in agile and lean approaches to project management.