Project management: a systems approach to planning, scheduling, and controlling
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Hoboken, New Jersey
John Wiley & Sons, Inc.
[2013]
|
| Ausgabe: | Eleventh edition |
| Schlagworte: | |
| Online-Zugang: | TUM01 Volltext |
| Beschreibung: | Includes bibliographical references and index Project Management: A Systems Approach to Planning, Scheduling, and Controlling; Copyright; Contents; Preface; 1: Overview; 1.0: Introduction; 1.1: Understanding Project Management; 1.2: Defining Project Success; 1.3: Success, Trade-Offs, and Competing Constraints; 1.4: The Project Manager-Line Manager Interface; 1.5: Defining the Project Manager's Role; 1.6: Defining the Functional Manager's Role; 1.7: Defining the Functional Employee's Role; 1.8: Defining the Executive's Role; 1.9: Working with Executives; 1.10: Committee Sponsorship/Governance 1.11: The Project Manager as the Planning Agent1.12: Project Champions; 1.13: The Downside of Project Management; 1.14: Project-Driven versus Non-Project-Driven Organizations; 1.15: Marketing in the Project-Driven Organization; 1.16: Classification of Projects; 1.17: Location of the Project Manager; 1.18: Differing Views of Project Management; 1.19: Public-Sector Project Management; 1.20: International Project Management; 1.21: Concurrent Engineering: A Project Management Approach; 1.22: Added Value; 1.23: Studying Tips for the PMI Project Management Certification Exam; Problems; Case Study Williams Machine Tool Company2: Project Management Growth: Concepts and Definitions; 2.0: Introduction; 2.1: General Systems Management; 2.2: Project Management: 1945-1960; 2.3: Project Management: 1960-1985; 2.4: Project Management: 1985-2012; 2.5: Resistance to Change; 2.6: Systems, Programs, and Projects: A Definition; 2.7: Product versus Project Management: A Definition; 2.8: Maturity and Excellence: A Definition; 2.9: Informal Project Management: A Definition; 2.10: The Many Faces of Success; 2.11: The Many Faces of Failure; 2.12: The Stage-Gate Process; 2.13: Project Life Cycles 2.14: Gate Review Meetings (Project Closure)2.15: Engagement Project Management; 2.16: Project Management Methodologies: A Definition; 2.17: Enterprise Project Management Methodologies; 2.18: Methodologies Can Fail; 2.19: Organizational Change Management and Corporate Cultures; 2.20: Project Management Intellectual Property; 2.21: Systems Thinking; 2.22: Studying Tips for the PMI Project Management Certification Exam; Problems; Case Study; Creating a Methodology; 3: Organizational Structures; 3.0: Introduction; 3.1: Organizational Work Flow; 3.2: Traditional (Classical) Organization 3.3: Developing Work Integration Positions3.4: Line-Staff Organization (Project Coordinator); 3.5: Pure Product (Projectized) Organization; 3.6: Matrix Organizational Form; 3.7: Modification of Matrix Structures; 3.8: The Strong, Weak, or Balanced Matrix; 3.9: Center for Project Management Expertise; 3.10: Matrix Layering; 3.11: Selecting the Organizational Form; 3.12: Structuring the Small Company; 3.13: Strategic Business Unit (SBU) Project Management; 3.14: Transitional Management; 3.15: Barriers to Implementing Project Management in Emerging Markets; Culture; Status and Politics |
| Beschreibung: | 1 Online-Ressource |
| ISBN: | 1118022270 111841585X 1118418557 1118433572 1283978032 9781118022276 9781118415856 9781118418550 9781118433577 9781283978033 |
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| 100 | 1 | |a Kerzner, Harold |d 1940- |e Verfasser |0 (DE-588)124166229 |4 aut | |
| 245 | 1 | 0 | |a Project management |b a systems approach to planning, scheduling, and controlling |c Harold Kerzner, Ph. D. Senior Executive Director for Project Management, the International Institute for Learning, New York, New York |
| 250 | |a Eleventh edition | ||
| 264 | 1 | |a Hoboken, New Jersey |b John Wiley & Sons, Inc. |c [2013] | |
| 300 | |a 1 Online-Ressource | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b c |2 rdamedia | ||
| 338 | |b cr |2 rdacarrier | ||
| 500 | |a Includes bibliographical references and index | ||
| 500 | |a Project Management: A Systems Approach to Planning, Scheduling, and Controlling; Copyright; Contents; Preface; 1: Overview; 1.0: Introduction; 1.1: Understanding Project Management; 1.2: Defining Project Success; 1.3: Success, Trade-Offs, and Competing Constraints; 1.4: The Project Manager-Line Manager Interface; 1.5: Defining the Project Manager's Role; 1.6: Defining the Functional Manager's Role; 1.7: Defining the Functional Employee's Role; 1.8: Defining the Executive's Role; 1.9: Working with Executives; 1.10: Committee Sponsorship/Governance | ||
| 500 | |a 1.11: The Project Manager as the Planning Agent1.12: Project Champions; 1.13: The Downside of Project Management; 1.14: Project-Driven versus Non-Project-Driven Organizations; 1.15: Marketing in the Project-Driven Organization; 1.16: Classification of Projects; 1.17: Location of the Project Manager; 1.18: Differing Views of Project Management; 1.19: Public-Sector Project Management; 1.20: International Project Management; 1.21: Concurrent Engineering: A Project Management Approach; 1.22: Added Value; 1.23: Studying Tips for the PMI Project Management Certification Exam; Problems; Case Study | ||
| 500 | |a Williams Machine Tool Company2: Project Management Growth: Concepts and Definitions; 2.0: Introduction; 2.1: General Systems Management; 2.2: Project Management: 1945-1960; 2.3: Project Management: 1960-1985; 2.4: Project Management: 1985-2012; 2.5: Resistance to Change; 2.6: Systems, Programs, and Projects: A Definition; 2.7: Product versus Project Management: A Definition; 2.8: Maturity and Excellence: A Definition; 2.9: Informal Project Management: A Definition; 2.10: The Many Faces of Success; 2.11: The Many Faces of Failure; 2.12: The Stage-Gate Process; 2.13: Project Life Cycles | ||
| 500 | |a 2.14: Gate Review Meetings (Project Closure)2.15: Engagement Project Management; 2.16: Project Management Methodologies: A Definition; 2.17: Enterprise Project Management Methodologies; 2.18: Methodologies Can Fail; 2.19: Organizational Change Management and Corporate Cultures; 2.20: Project Management Intellectual Property; 2.21: Systems Thinking; 2.22: Studying Tips for the PMI Project Management Certification Exam; Problems; Case Study; Creating a Methodology; 3: Organizational Structures; 3.0: Introduction; 3.1: Organizational Work Flow; 3.2: Traditional (Classical) Organization | ||
| 500 | |a 3.3: Developing Work Integration Positions3.4: Line-Staff Organization (Project Coordinator); 3.5: Pure Product (Projectized) Organization; 3.6: Matrix Organizational Form; 3.7: Modification of Matrix Structures; 3.8: The Strong, Weak, or Balanced Matrix; 3.9: Center for Project Management Expertise; 3.10: Matrix Layering; 3.11: Selecting the Organizational Form; 3.12: Structuring the Small Company; 3.13: Strategic Business Unit (SBU) Project Management; 3.14: Transitional Management; 3.15: Barriers to Implementing Project Management in Emerging Markets; Culture; Status and Politics | ||
| 650 | 7 | |a BUSINESS & ECONOMICS / Industrial Management |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Management |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Management Science |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Organizational Behavior |2 bisacsh | |
| 650 | 7 | |a Project management |2 fast | |
| 650 | 4 | |a Wirtschaft | |
| 650 | 4 | |a Project management | |
| 650 | 4 | |a Project management |v Case studies | |
| 650 | 0 | 7 | |a Projektmanagement |0 (DE-588)4047441-0 |2 gnd |9 rswk-swf |
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Datensatz im Suchindex
| _version_ | 1804174956666290176 |
|---|---|
| any_adam_object | |
| author | Kerzner, Harold 1940- |
| author_GND | (DE-588)124166229 |
| author_facet | Kerzner, Harold 1940- |
| author_role | aut |
| author_sort | Kerzner, Harold 1940- |
| author_variant | h k hk |
| building | Verbundindex |
| bvnumber | BV042743183 |
| classification_rvk | QP 360 SR 870 |
| collection | ZDB-4-NLEBK |
| ctrlnum | (OCoLC)809250664 (DE-599)BVBBV042743183 |
| dewey-full | 658.4/04 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/04 |
| dewey-search | 658.4/04 |
| dewey-sort | 3658.4 14 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Informatik Wirtschaftswissenschaften |
| edition | Eleventh edition |
| format | Electronic eBook |
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| indexdate | 2024-07-10T07:08:38Z |
| institution | BVB |
| isbn | 1118022270 111841585X 1118418557 1118433572 1283978032 9781118022276 9781118415856 9781118418550 9781118433577 9781283978033 |
| language | English |
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| publisher | John Wiley & Sons, Inc. |
| record_format | marc |
| spelling | Kerzner, Harold 1940- Verfasser (DE-588)124166229 aut Project management a systems approach to planning, scheduling, and controlling Harold Kerzner, Ph. D. Senior Executive Director for Project Management, the International Institute for Learning, New York, New York Eleventh edition Hoboken, New Jersey John Wiley & Sons, Inc. [2013] 1 Online-Ressource txt rdacontent c rdamedia cr rdacarrier Includes bibliographical references and index Project Management: A Systems Approach to Planning, Scheduling, and Controlling; Copyright; Contents; Preface; 1: Overview; 1.0: Introduction; 1.1: Understanding Project Management; 1.2: Defining Project Success; 1.3: Success, Trade-Offs, and Competing Constraints; 1.4: The Project Manager-Line Manager Interface; 1.5: Defining the Project Manager's Role; 1.6: Defining the Functional Manager's Role; 1.7: Defining the Functional Employee's Role; 1.8: Defining the Executive's Role; 1.9: Working with Executives; 1.10: Committee Sponsorship/Governance 1.11: The Project Manager as the Planning Agent1.12: Project Champions; 1.13: The Downside of Project Management; 1.14: Project-Driven versus Non-Project-Driven Organizations; 1.15: Marketing in the Project-Driven Organization; 1.16: Classification of Projects; 1.17: Location of the Project Manager; 1.18: Differing Views of Project Management; 1.19: Public-Sector Project Management; 1.20: International Project Management; 1.21: Concurrent Engineering: A Project Management Approach; 1.22: Added Value; 1.23: Studying Tips for the PMI Project Management Certification Exam; Problems; Case Study Williams Machine Tool Company2: Project Management Growth: Concepts and Definitions; 2.0: Introduction; 2.1: General Systems Management; 2.2: Project Management: 1945-1960; 2.3: Project Management: 1960-1985; 2.4: Project Management: 1985-2012; 2.5: Resistance to Change; 2.6: Systems, Programs, and Projects: A Definition; 2.7: Product versus Project Management: A Definition; 2.8: Maturity and Excellence: A Definition; 2.9: Informal Project Management: A Definition; 2.10: The Many Faces of Success; 2.11: The Many Faces of Failure; 2.12: The Stage-Gate Process; 2.13: Project Life Cycles 2.14: Gate Review Meetings (Project Closure)2.15: Engagement Project Management; 2.16: Project Management Methodologies: A Definition; 2.17: Enterprise Project Management Methodologies; 2.18: Methodologies Can Fail; 2.19: Organizational Change Management and Corporate Cultures; 2.20: Project Management Intellectual Property; 2.21: Systems Thinking; 2.22: Studying Tips for the PMI Project Management Certification Exam; Problems; Case Study; Creating a Methodology; 3: Organizational Structures; 3.0: Introduction; 3.1: Organizational Work Flow; 3.2: Traditional (Classical) Organization 3.3: Developing Work Integration Positions3.4: Line-Staff Organization (Project Coordinator); 3.5: Pure Product (Projectized) Organization; 3.6: Matrix Organizational Form; 3.7: Modification of Matrix Structures; 3.8: The Strong, Weak, or Balanced Matrix; 3.9: Center for Project Management Expertise; 3.10: Matrix Layering; 3.11: Selecting the Organizational Form; 3.12: Structuring the Small Company; 3.13: Strategic Business Unit (SBU) Project Management; 3.14: Transitional Management; 3.15: Barriers to Implementing Project Management in Emerging Markets; Culture; Status and Politics BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Project management fast Wirtschaft Project management Project management Case studies Projektmanagement (DE-588)4047441-0 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Projektmanagement (DE-588)4047441-0 s 1\p DE-604 Erscheint auch als Druck-Ausgabe, Hardcover 978-1-118-02227-6 http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=563712 Aggregator Volltext 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Kerzner, Harold 1940- Project management a systems approach to planning, scheduling, and controlling BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Project management fast Wirtschaft Project management Project management Case studies Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4047441-0 (DE-588)4522595-3 |
| title | Project management a systems approach to planning, scheduling, and controlling |
| title_auth | Project management a systems approach to planning, scheduling, and controlling |
| title_exact_search | Project management a systems approach to planning, scheduling, and controlling |
| title_full | Project management a systems approach to planning, scheduling, and controlling Harold Kerzner, Ph. D. Senior Executive Director for Project Management, the International Institute for Learning, New York, New York |
| title_fullStr | Project management a systems approach to planning, scheduling, and controlling Harold Kerzner, Ph. D. Senior Executive Director for Project Management, the International Institute for Learning, New York, New York |
| title_full_unstemmed | Project management a systems approach to planning, scheduling, and controlling Harold Kerzner, Ph. D. Senior Executive Director for Project Management, the International Institute for Learning, New York, New York |
| title_short | Project management |
| title_sort | project management a systems approach to planning scheduling and controlling |
| title_sub | a systems approach to planning, scheduling, and controlling |
| topic | BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Project management fast Wirtschaft Project management Project management Case studies Projektmanagement (DE-588)4047441-0 gnd |
| topic_facet | BUSINESS & ECONOMICS / Industrial Management BUSINESS & ECONOMICS / Management BUSINESS & ECONOMICS / Management Science BUSINESS & ECONOMICS / Organizational Behavior Project management Wirtschaft Project management Case studies Projektmanagement Fallstudiensammlung |
| url | http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=563712 |
| work_keys_str_mv | AT kerznerharold projectmanagementasystemsapproachtoplanningschedulingandcontrolling |