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 64.
xv. lappuse
... specific sense of being primarily about uncertainty reduction). He then elaborates this into a two-dimensional phase model linking strategy, programs, projects, and operations cyclically around the activities of formulation ...
... specific sense of being primarily about uncertainty reduction). He then elaborates this into a two-dimensional phase model linking strategy, programs, projects, and operations cyclically around the activities of formulation ...
xxiii. lappuse
... specific economic institutions of the construction process, specifically contracting and procurement systems. Current research within this theme focuses on the Private Finance Initiative (Build-Own-Operate-Transfer projects). Much of ...
... specific economic institutions of the construction process, specifically contracting and procurement systems. Current research within this theme focuses on the Private Finance Initiative (Build-Own-Operate-Transfer projects). Much of ...
5. lappuse
... specific outcome that may be defined at a high abstraction level of a ''vision.'' According to PMBOK (2000), a program consists of several associated projects that will contribute to the achievement of a strategic plan. Many programs ...
... specific outcome that may be defined at a high abstraction level of a ''vision.'' According to PMBOK (2000), a program consists of several associated projects that will contribute to the achievement of a strategic plan. Many programs ...
6. lappuse
... specific projects in implementing, creating, and renewing business strategies? 3. How best can strategic business management be applied in organizations with multiple projects, and what are the relevant managerial practices for ...
... specific projects in implementing, creating, and renewing business strategies? 3. How best can strategic business management be applied in organizations with multiple projects, and what are the relevant managerial practices for ...
7. lappuse
... specific objectives that are well aligned with business strategy. The strategic objectives to be measured fall into four perspectives: • Customer • Financial • Internal business process • Learning and growth Employee capabilities ...
... specific objectives that are well aligned with business strategy. The strategic objectives to be measured fall into four perspectives: • Customer • Financial • Internal business process • Learning and growth Employee capabilities ...
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 organization’s 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