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Project management : a systems approach to planning, scheduling, and controlling /
"The "bible" of project management, updated to address emerging issues Project Management is the bestselling text for students and professionals, presenting a streamlined approach to project management functions in full alignment with PMI®'s latest Project Management Body of Know...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
John Wiley & Sons, Inc.,
2017.
|
| Edición: | Twelfth edition. |
| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Kerzner, Harold, |e author. | |
| 245 | 1 | 0 | |a Project management : |b a systems approach to planning, scheduling, and controlling / |c Harold Kerzner. |
| 250 | |a Twelfth edition. | ||
| 264 | 1 | |a Hoboken, New Jersey : |b John Wiley & Sons, Inc., |c 2017. | |
| 300 | |a 1 online resource | ||
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| 520 | |a "The "bible" of project management, updated to address emerging issues Project Management is the bestselling text for students and professionals, presenting a streamlined approach to project management functions in full alignment with PMI®'s latest Project Management Body of Knowledge (PMBOK®). This new 12th edition has been updated to reflect the latest changes found in the PMBOK® Guide & mdash;Sixth Edition, and features new coverage of emerging topics including global stakeholder management, causes of failure, agile project management, project governance failure, customer approval milestones, classifying project metrics, and more. Supplementary materials are available for students, working professionals, and instructors. Widely considered the "bible" of project management, this book provides complete, practical guidance on all aspects of project management.€ This book provides detailed explanation of the tools and methods used during all stages of a project, reflecting the concepts and standards outlined in the PMBOK® Guide. Understand organizational structures and project management functions Learn how to control costs, manage risk, and analyze trade-offs Examine different methods used for planning, scheduling, QA, and more Work effectively with customers and stakeholders from around the globe As projects increase in scope and complexity, managing scheduling, cost, and specifications across time zones, language barriers, technological differences, and other obstacles requires a systematic approach that accounts for every detail. Project Management is the comprehensive reference to keep within arm's reach throughout all stages of the project. (PMI and PMBOK are registered mark of the Project Management Institute, Inc.)"-- |c Provided by publisher | ||
| 504 | |a Includes bibliographical references and index. | ||
| 520 | |a "This Twefth Edition of the bestselling "bible" of project management maintains the streamlined approach of the prior editions and continues to align with PMI's Project Management Body of Knowledge (PMBOK)"-- |c Provided by publisher | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a Title page; Copyright; Dedication; Preface; 1 Overview; 1.0 Introduction; 1.1 Understanding Project Management; 1.2 Defining Project Success; 1.3 Trade-OFfs and Competing Constraints; 1.4 The Entry-Level Project Manager; 1.5 The Talent Triangle; 1.6 Technology-Based Projects; 1.7 The Project Manager-Line Manager Interface; 1.8 Defining the Project Manager's Role; 1.9 Defining the Functional Manager's Role; 1.10 Defining the Functional Employee's Role; 1.11 Defining the Executive's Role; 1.12 Working with Executives; 1.13 Committee Sponsorship/Governance. | |
| 505 | 8 | |a 1.14 the Project Manager as the Planning Agent1.15 Project Champions; 1.16 Project-Driven versus Non-Project-Driven Organizations; 1.17 Marketing in the Project-Driven Organization; 1.18 Classification of Projects; 1.19 Location of the Project Manager; 1.20 Differing Views of Project Management; 1.21 Public-Sector Project Management; The Coming Storm; Why Do Public-Sector Projects Fail?; 1.22 International Project Management; 1.23 Concurrent Engineering: A Project Management Approach; 1.24 Added Value; 1.25 Studying Tips for the PMI® Project Management Certification Exam; Answers; Problems. | |
| 505 | 8 | |a Case StudyNotes; 2 Project Management Growth: Concepts and Definitions; 2.0 Introduction; 2.1 The Evolution of Project Management: 1945-2017; 2.2 Resistance to Change; 2.3 Systems, Programs, and Projects: A Definition; 2.4 Product versus Project Management: A Definition; 2.5 Maturity and Excellence: A Definition; 2.6 Informal Project Management: A Definition; 2.7 The Many Faces of Success; 2.8 The Many Faces of Failure; 2.9 Causes of Project Failure; 2.10 Degrees of Success and Failure; 2.11 The Stage-Gate Process; 2.12 Project Life Cycles; 2.13 Gate Review Meetings (Project Closure). | |
| 505 | 8 | |a 2.14 Engagement Project Management2.15 Project Management Methodologies: A Definition; 2.16 From Enterprise Project Management Methodologies to Frameworks; 2.17 Methodologies Can Fail; 2.18 Organizational Change Management and Corporate Cultures; 2.19 Benefits Harvesting and Cultural Change; 2.20 Agile and Adaptive Project Management Cultures; 2.21 Project Management Intellectual Property; 2.22 Systems Thinking; 2.23 Studying Tips for the PMI® Project Management Certification Exam; Answers; Problems; Case Study; Notes; 3 Organizational Structures; 3.0 Introduction. | |
| 505 | 8 | |a 3.1 Organizational Work Flow3.2 Traditional (Classical) Organization; 3.3 Pure Product (Projectized) Organization; 3.4 Matrix Organizational Form; 3.5 Modification of Matrix Structures; 3.6 The Strong, Weak, or Balanced Matrix; 3.7 Project Management Offices; 3.8 Selecting the Organizational Form; 3.9 Strategic Business Unit (SBU) Project Management; 3.10 Transitional Management; 3.11 Seven Fallacies that Delay Project Management Maturity; 3.12 Studying Tips for the PMI® Project Management Certification Exam; Answers; Problems; Notes; 4 Organizing and Staffing the Project Office and Team. | |
| 590 | |a Knovel |b ACADEMIC - Industrial Engineering & Operations Management | ||
| 590 | |a Knovel |b ACADEMIC - General Engineering & Project Administration | ||
| 650 | 0 | |a Project management. | |
| 650 | 0 | |a Project management |v Case studies. | |
| 650 | 6 | |a Gestion de projet. | |
| 650 | 6 | |a Gestion de projet |v Études de cas. | |
| 650 | 7 | |a TECHNOLOGY & ENGINEERING |x Industrial Engineering. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Industrial Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management Science. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Organizational Behavior. |2 bisacsh | |
| 650 | 7 | |a Project management. |2 fast |0 (OCoLC)fst01078797 | |
| 655 | 7 | |a Case studies. |2 fast |0 (OCoLC)fst01423765 | |
| 776 | 0 | 8 | |i Print version: |a Kerzner, Harold. |t Project management. |b Twelfth edition. |d Hoboken, New Jersey : John Wiley & Sons, Inc., 2017 |z 9781119165354 |w (DLC) 2016045434 |w (OCoLC)961035066 |
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