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210123 ||| eng |
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|a 111860783X
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|a 111842171X
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|a 9781118607831
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|a 1118417429
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|a 9781118417423
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|a 9781118421710
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4 |
|a HD69.P75
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1 |
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|a Roberts, Paul
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|a Guide to project management
|b getting it right and achieving lasting benefit
|c Paul Roberts
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| 250 |
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|a 2nd ed
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| 260 |
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|a New York
|b Wiley
|c 2013
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| 300 |
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|a 1 online resource
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|a 3: Project roles and responsibilitiesWho should be involved in managing a project?; The stakeholder map; The stakeholder matrix; Project steering group; Project manager; Is the project organisation structure suitable?; Developing a project management structure; Development and implementation of a computer system; An office move; A conference; A time management solution; 4: Articulating the vision; Identify the stakeholders; Commercial/strategic managers; Users; Specialists; Articulate the vision; Ask the stakeholders what they are expecting; Ask the stakeholders what matters most
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|a The product flow diagramThe product description; Title; Purpose; Composition; Derivation; Format; Audience; Quality criteria; Quality method; Using product-based planning; A means to an end; 7: Planning: time and cost; The link between products and tasks; Estimating techniques; Top down and bottom up; The Delphi technique; Analogy; Work distribution; Standard project/product; Productivity; Planning timescales and budgets; Using the flexibility of the plan; Resource levelling; Project evaluation and review technique; Ready to go?; 8: Initiating projects; The project life cycle
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|a Includes index
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|a Identify contradictions and broker compromisesCapture and secure the vision; An example of a vision; Promote and share the vision; 5: Planning: risks and rewards; The principles of planning; Planning and control; Refining the plan; Breaking a project into stages; Building in contingency; Management by exception; Planning the benefits; Quantifying benefits; Cost/benefit analysis; Discounted cash flow; Internal rate of return; Financial dependency network; Planning for the unknown; Identify; Qualify; Evaluate; Mitigate; The risk register; 6: Planning: quality; The product breakdown structure
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|a Guide to Project Management: Getting It Right and Achieving Lasting Benefit; Copyright; Contents; Acknowledgements; Introduction to second edition; Introduction; 1: The components of effective project management; Selling the benefits; Avoiding the risks; What are a project's characteristics?; How can projects deliver change?; What is a project?; What is project management?; The components of effective project management; Project sponsors and owners; A systemised approach; Project oriented resources; Portfolio management and prioritisation; Strong initiation; Education and training
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|a Competent project managersSupport, mentoring and coaching; Project assurance; Support/assurance function; Support tools; Benefits reviews; 2: Conceiving and prioritising projects; Project identification by department; Project identification by business objective; A portfolio; A programme; When are projects identified?; Articulating; Balancing; Balancing resource supply and demand; Balancing the selection of projects; Commissioning; The portfolio management team; Resource pool management; The free market; The regulated market; Matrix management; Head of project management
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| 653 |
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|a Project management / http://id.loc.gov/authorities/subjects/sh85065919
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| 653 |
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|a BUSINESS & ECONOMICS / Project Management / bisacsh
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| 653 |
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|a Project management / fast
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| 653 |
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|a Gestion de projet
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| 653 |
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|a TECHNOLOGY & ENGINEERING / Project Management / bisacsh
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| 041 |
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7 |
|a eng
|2 ISO 639-2
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| 989 |
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|b OREILLY
|a O'Reilly
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| 490 |
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|a The Economist
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| 500 |
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|a The business case
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| 776 |
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|z 111842171X
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| 776 |
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|z 1118383702
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| 776 |
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|z 9781118607831
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| 776 |
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|z 9781781250686
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| 776 |
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|z 9781118383704
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| 776 |
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|z 9781118417423
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| 776 |
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|z 9781118421710
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| 776 |
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|z 111860783X
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| 776 |
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|z 1781250685
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| 776 |
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|z 1781250693
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| 776 |
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|z 9781781250693
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| 776 |
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|z 1118417429
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| 856 |
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|u https://learning.oreilly.com/library/view/~/9781118417423/?ar
|x Verlag
|3 Volltext
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| 082 |
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|a 658.404
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|a 658
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|a 620
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|a 330
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|a A veteran project manager shares his proven approach to getting the job done right, on schedule and within budget-every time! Each year companies initiate projects in hopes of improving their bottom-lines and gaining a competitive advantage. Unfortunately, a good percentage of those projects either never get off the ground or, if they do, never come to fruition. According to veteran project manager, Paul Roberts, more often than not, projects fail because of a lack of organization-wide commitment to their success and an unwillingness to invest in proper project management. In this upd
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