The Wiley Guide to Project, Program, and Portfolio ManagementJohn Wiley & Sons, 2010. gada 24. sept. - 368 lappuses A comprehensive guide to project management and its interaction with other management systems and strategies The Wiley Guides to the Management of Projects address critical, need-to-know information that will enable professionals to successfully manage projects in most businesses and help students learn the best practices of the industry. They contain not only well-known and widely used basic project management practices but also the newest and most cutting-edge concepts in the broader theory and practice of managing projects. This first book in the series, The Wiley Guide to Project, Program & Portfolio Management, is based on the "meta" level of management, which, simply stated, asserts that project management must be integrated throughout an organization in order to achieve its full potential to enhance the bottom line. This book will show you how to fully understand and exploit the strategic management of projects, portfolios, and program management and their linkage with context and strategy in other concepts and processes, such as quality management, concurrent engineering, just-in-time delivery, systems management and engineering, teams, and statistical quality control. Featuring contributions from experts all around the world, this invaluable resource book offers authoritative project management applications for industry, service businesses, and government agencies. Complete your understanding of project management with these other books in The Wiley Guides to the Management of Projects series: * The Wiley Guide to Project Control * The Wiley Guide to Project Organization & Project Management Competencies * The Wiley Guide to Project Technology, Supply Chain & Procurement Management |
No grāmatas satura
1.5. rezultāts no 81.
iv. lappuse
... Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood ...
... Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood ...
v. lappuse
... Portfolio Selection and Management 94 Norm Archer and Fereidoun Ghasemzadeh 6 Program Management: A Strategic Decision Management Process 113 Michel Thiry 7 Modeling of Large Projects 144 Ali Jaafari 8 How Projects Differ, and What to ...
... Portfolio Selection and Management 94 Norm Archer and Fereidoun Ghasemzadeh 6 Program Management: A Strategic Decision Management Process 113 Michel Thiry 7 Modeling of Large Projects 144 Ali Jaafari 8 How Projects Differ, and What to ...
xiii. lappuse
... selected, shaped, and executed. The organization's strategy encompasses the way in which it makes sense of its external environment, identifies opportunities, and evaluates its performance. In this manner, projects become, in a term ...
... selected, shaped, and executed. The organization's strategy encompasses the way in which it makes sense of its external environment, identifies opportunities, and evaluates its performance. In this manner, projects become, in a term ...
xv. lappuse
... portfolio level, and the need for a framework for classifying project type. They then proceed to look at the different characteristics that affect portfolio choice and develop a generic process model for portfolio selection. 6. Michel ...
... portfolio level, and the need for a framework for classifying project type. They then proceed to look at the different characteristics that affect portfolio choice and develop a generic process model for portfolio selection. 6. Michel ...
xvii. lappuse
... selection of resources, and moral hazard. Throughout, he illustrates his points with reference to a real PFI projecta new hospital. About. the. Authors. Karlos A. Artto Dr. Karlos Artto is Professor at the Department of Industrial ...
... selection of resources, and moral hazard. Throughout, he illustrates his points with reference to a real PFI projecta new hospital. About. the. Authors. Karlos A. Artto Dr. Karlos Artto is Professor at the Department of Industrial ...
Saturs
1 | |
Moving from Corporate Strategy to Project Strategy | 34 |
The Project Linkages | 63 |
Models of Project Orientation in MultiProject Organizations | 80 |
Project Portfolio Selection and Management | 94 |
A Strategic Decision Management Process | 113 |
Modeling of Large Projects | 144 |
How Projects Differ and What to Do About It | 177 |
Value Management | 199 |
Project Success | 226 |
Management of the ProjectOriented Company | 250 |
Managing Project Stakeholders | 271 |
The Financing of Projects | 290 |
Private Finance Initiative and the Management of Projects | 309 |
INDEX | 333 |
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The Wiley Guide to Project, Program, and Portfolio Management Peter W. G. Morris,Jeffrey K. Pinto Priekšskatījums nav pieejams - 2010 |
Bieži izmantoti vārdi un frāzes
achieve agement analysis approach assessment breakdown structure chapter client competencies complex construction contract corporate cost criteria CSFs decision defined delivery effective engineering ensure environment equity evaluation example execution expected benefits Figure framework functions goals HM Treasury identified impact implementation initiation integrated International Journal involved Jaafari Journal of Project LCOFs management of projects managerial Mintzberg Morris needs Newtown Square objectives operational options organization organizations organizational overall package performance PFI projects phase PMBOK portfolio selection prioritization PROBOL product development program management project life cycle Project Management Institute project management processes project orientation project planning project portfolio management project strategy project success project team project types public sector risk role scope sensemaking Shenhar specific stakeholders strategic management structure Thiry Thomas Telford UCLH uncertainty value management vertical thinking