Capital projects: what every executive needs to know to avoid costly mistakes, and make major investments pay off
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Hoboken, New Jersey
John Wiley & Sons, Inc.
[2016]
|
| Schlagworte: | |
| Online-Zugang: | FRO01 UBG01 URL des Erstveröffentlichers |
| Beschreibung: | Includes index Capital Projects: What Every Executive Needs to Know to Avoid Costly Mistakes and Make Major Investments Pay Off; Contents; Acknowledgments; 1: Falling Short of Expectations: How Executives Struggle to Deliver the Value from Their Capital Projects; Background and Basis for the Book; Capital Projects Create Value; Most Projects Create Less Value Than Expected; Results Apply to All Types of Projects; Sources of Value Erosion Are Not Limited to Cost and Schedule Overruns; How to Deliver the Value Promised; Causes of Value Erosion Often Start Early 2: Why the Stage-Gate Process Is the Best Tool Executives Can Use to Get the Most Value from Their Capital ProjectsA Necessary Process; How Does the Process Work?; Assess: What Do We Want to Accomplish?; Select and Define: How Should We Accomplish It?; What Is the Role of Executives in the Process?; Different Kinds of Executives; Project Governance Structures; Stage-Gates and Executive Control; 3: The Project Frame: Understand the Opportunity before Starting a Project; Typical Contents of a Project Frame; Unlock Value by Finding a Better Option; How to Develop a Project Frame Where Are We Now?Where Do We Want to Be?; Use the Frame for Executive Alignment and Endorsement; Develop the Target Condition; How Do We Get There?; 4: The Critical Project Sponsor Role; Who Is the Project Sponsor?; Overview of Project Sponsor Role; Assign a Project Sponsor as the Initial Business Case Is Developed; Requirements for a Strong Project Sponsor; Make the Project Sponsor Own the Business Case; Establish the Mandate for the Project Sponsor; Hold Project Sponsors Accountable at the Stage-Gates; Focus on the Project Sponsor Behaviors That Produce Robust Business Cases Building a Strong Project Sponsor and Project Manager RelationshipChoosing the Right Project Sponsor; Seniority and Credibility; Knowledge of the Business and Its Operations; Interpersonal and Critical Thinking Skills; Understanding of Basic Project Management Concepts; Continuity; 5: The Single Most Important Thing an Executive Can Do to Make Any Capital Project Succeed: Define Clear Objectives; Business Objectives versus Project Objectives; Developing Clear Objectives; Developing Comprehensive Objectives; Confirm Alignment of Objectives with Business and Corporate Strategy Surface Strategic Objectives EarlyCommunicating the Objectives; Communicate the Uncertainty in the Business Case to Get Better Project Objectives; Explain the Objectives Face-to-Face; Executives Have to Show Up and Participate; Prioritizing the Objectives; 6: The Executive's Role in Building and Supporting High-Performing Project Teams; Executive Leaders Lead; Invest in a Strong Owner Project Team; Why You Need a Functionally Integrated Team; Help the Project Manager Get the Resources for a Functionally Integrated Team; Do Not Outsource the Owner Team Role |
| Beschreibung: | 1 online resource |
| ISBN: | 1119119235 1119119243 1119176719 9781119119234 9781119119241 9781119176718 |
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| 100 | 1 | |a Barshop, Paul H. |d 1964- |4 aut | |
| 245 | 1 | 0 | |a Capital projects |b what every executive needs to know to avoid costly mistakes, and make major investments pay off |c Paul H. Barshop |
| 264 | 1 | |a Hoboken, New Jersey |b John Wiley & Sons, Inc. |c [2016] | |
| 300 | |a 1 online resource | ||
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| 500 | |a Includes index | ||
| 500 | |a Capital Projects: What Every Executive Needs to Know to Avoid Costly Mistakes and Make Major Investments Pay Off; Contents; Acknowledgments; 1: Falling Short of Expectations: How Executives Struggle to Deliver the Value from Their Capital Projects; Background and Basis for the Book; Capital Projects Create Value; Most Projects Create Less Value Than Expected; Results Apply to All Types of Projects; Sources of Value Erosion Are Not Limited to Cost and Schedule Overruns; How to Deliver the Value Promised; Causes of Value Erosion Often Start Early | ||
| 500 | |a 2: Why the Stage-Gate Process Is the Best Tool Executives Can Use to Get the Most Value from Their Capital ProjectsA Necessary Process; How Does the Process Work?; Assess: What Do We Want to Accomplish?; Select and Define: How Should We Accomplish It?; What Is the Role of Executives in the Process?; Different Kinds of Executives; Project Governance Structures; Stage-Gates and Executive Control; 3: The Project Frame: Understand the Opportunity before Starting a Project; Typical Contents of a Project Frame; Unlock Value by Finding a Better Option; How to Develop a Project Frame | ||
| 500 | |a Where Are We Now?Where Do We Want to Be?; Use the Frame for Executive Alignment and Endorsement; Develop the Target Condition; How Do We Get There?; 4: The Critical Project Sponsor Role; Who Is the Project Sponsor?; Overview of Project Sponsor Role; Assign a Project Sponsor as the Initial Business Case Is Developed; Requirements for a Strong Project Sponsor; Make the Project Sponsor Own the Business Case; Establish the Mandate for the Project Sponsor; Hold Project Sponsors Accountable at the Stage-Gates; Focus on the Project Sponsor Behaviors That Produce Robust Business Cases | ||
| 500 | |a Building a Strong Project Sponsor and Project Manager RelationshipChoosing the Right Project Sponsor; Seniority and Credibility; Knowledge of the Business and Its Operations; Interpersonal and Critical Thinking Skills; Understanding of Basic Project Management Concepts; Continuity; 5: The Single Most Important Thing an Executive Can Do to Make Any Capital Project Succeed: Define Clear Objectives; Business Objectives versus Project Objectives; Developing Clear Objectives; Developing Comprehensive Objectives; Confirm Alignment of Objectives with Business and Corporate Strategy | ||
| 500 | |a Surface Strategic Objectives EarlyCommunicating the Objectives; Communicate the Uncertainty in the Business Case to Get Better Project Objectives; Explain the Objectives Face-to-Face; Executives Have to Show Up and Participate; Prioritizing the Objectives; 6: The Executive's Role in Building and Supporting High-Performing Project Teams; Executive Leaders Lead; Invest in a Strong Owner Project Team; Why You Need a Functionally Integrated Team; Help the Project Manager Get the Resources for a Functionally Integrated Team; Do Not Outsource the Owner Team Role | ||
| 650 | 7 | |a Capital investments |2 fast | |
| 650 | 7 | |a Project management |2 fast | |
| 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 | 4 | |a Wirtschaft | |
| 650 | 4 | |a Capital investments | |
| 650 | 4 | |a Project management | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druckausgabe |z 978-1-119-11921-0 |
| 856 | 4 | 0 | |u https://onlinelibrary.wiley.com/doi/book/10.1002/9781119176718 |x Verlag |z URL des Erstveröffentlichers |3 Volltext |
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| 966 | e | |u https://onlinelibrary.wiley.com/doi/book/10.1002/9781119176718 |l FRO01 |p ZDB-35-WIC |q FRO_PDA_WIC |x Verlag |3 Volltext | |
| 966 | e | |u https://onlinelibrary.wiley.com/doi/book/10.1002/9781119176718 |l UBG01 |p ZDB-35-WIC |q UBG_PDA_WIC |x Verlag |3 Volltext | |
Datensatz im Suchindex
| _version_ | 1804176692534575104 |
|---|---|
| any_adam_object | |
| author | Barshop, Paul H. 1964- |
| author_facet | Barshop, Paul H. 1964- |
| author_role | aut |
| author_sort | Barshop, Paul H. 1964- |
| author_variant | p h b ph phb |
| building | Verbundindex |
| bvnumber | BV043830537 |
| collection | ZDB-35-WIC |
| ctrlnum | (ZDB-35-WIC)ocn957525267 (OCoLC)964685474 (DE-599)BVBBV043830537 |
| dewey-full | 658.15/2 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.15/2 |
| dewey-search | 658.15/2 |
| dewey-sort | 3658.15 12 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | DE-604.BV043830537 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-10T07:36:13Z |
| institution | BVB |
| isbn | 1119119235 1119119243 1119176719 9781119119234 9781119119241 9781119176718 |
| language | English |
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| oclc_num | 957525267 964685474 |
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| physical | 1 online resource |
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| publishDate | 2016 |
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| publisher | John Wiley & Sons, Inc. |
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| spelling | Barshop, Paul H. 1964- aut Capital projects what every executive needs to know to avoid costly mistakes, and make major investments pay off Paul H. Barshop Hoboken, New Jersey John Wiley & Sons, Inc. [2016] 1 online resource txt rdacontent c rdamedia cr rdacarrier Includes index Capital Projects: What Every Executive Needs to Know to Avoid Costly Mistakes and Make Major Investments Pay Off; Contents; Acknowledgments; 1: Falling Short of Expectations: How Executives Struggle to Deliver the Value from Their Capital Projects; Background and Basis for the Book; Capital Projects Create Value; Most Projects Create Less Value Than Expected; Results Apply to All Types of Projects; Sources of Value Erosion Are Not Limited to Cost and Schedule Overruns; How to Deliver the Value Promised; Causes of Value Erosion Often Start Early 2: Why the Stage-Gate Process Is the Best Tool Executives Can Use to Get the Most Value from Their Capital ProjectsA Necessary Process; How Does the Process Work?; Assess: What Do We Want to Accomplish?; Select and Define: How Should We Accomplish It?; What Is the Role of Executives in the Process?; Different Kinds of Executives; Project Governance Structures; Stage-Gates and Executive Control; 3: The Project Frame: Understand the Opportunity before Starting a Project; Typical Contents of a Project Frame; Unlock Value by Finding a Better Option; How to Develop a Project Frame Where Are We Now?Where Do We Want to Be?; Use the Frame for Executive Alignment and Endorsement; Develop the Target Condition; How Do We Get There?; 4: The Critical Project Sponsor Role; Who Is the Project Sponsor?; Overview of Project Sponsor Role; Assign a Project Sponsor as the Initial Business Case Is Developed; Requirements for a Strong Project Sponsor; Make the Project Sponsor Own the Business Case; Establish the Mandate for the Project Sponsor; Hold Project Sponsors Accountable at the Stage-Gates; Focus on the Project Sponsor Behaviors That Produce Robust Business Cases Building a Strong Project Sponsor and Project Manager RelationshipChoosing the Right Project Sponsor; Seniority and Credibility; Knowledge of the Business and Its Operations; Interpersonal and Critical Thinking Skills; Understanding of Basic Project Management Concepts; Continuity; 5: The Single Most Important Thing an Executive Can Do to Make Any Capital Project Succeed: Define Clear Objectives; Business Objectives versus Project Objectives; Developing Clear Objectives; Developing Comprehensive Objectives; Confirm Alignment of Objectives with Business and Corporate Strategy Surface Strategic Objectives EarlyCommunicating the Objectives; Communicate the Uncertainty in the Business Case to Get Better Project Objectives; Explain the Objectives Face-to-Face; Executives Have to Show Up and Participate; Prioritizing the Objectives; 6: The Executive's Role in Building and Supporting High-Performing Project Teams; Executive Leaders Lead; Invest in a Strong Owner Project Team; Why You Need a Functionally Integrated Team; Help the Project Manager Get the Resources for a Functionally Integrated Team; Do Not Outsource the Owner Team Role Capital investments fast Project management fast BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Wirtschaft Capital investments Project management Erscheint auch als Druckausgabe 978-1-119-11921-0 https://onlinelibrary.wiley.com/doi/book/10.1002/9781119176718 Verlag URL des Erstveröffentlichers Volltext |
| spellingShingle | Barshop, Paul H. 1964- Capital projects what every executive needs to know to avoid costly mistakes, and make major investments pay off Capital investments fast Project management fast BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Wirtschaft Capital investments Project management |
| title | Capital projects what every executive needs to know to avoid costly mistakes, and make major investments pay off |
| title_auth | Capital projects what every executive needs to know to avoid costly mistakes, and make major investments pay off |
| title_exact_search | Capital projects what every executive needs to know to avoid costly mistakes, and make major investments pay off |
| title_full | Capital projects what every executive needs to know to avoid costly mistakes, and make major investments pay off Paul H. Barshop |
| title_fullStr | Capital projects what every executive needs to know to avoid costly mistakes, and make major investments pay off Paul H. Barshop |
| title_full_unstemmed | Capital projects what every executive needs to know to avoid costly mistakes, and make major investments pay off Paul H. Barshop |
| title_short | Capital projects |
| title_sort | capital projects what every executive needs to know to avoid costly mistakes and make major investments pay off |
| title_sub | what every executive needs to know to avoid costly mistakes, and make major investments pay off |
| topic | Capital investments fast Project management fast BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Wirtschaft Capital investments Project management |
| topic_facet | Capital investments Project management BUSINESS & ECONOMICS / Industrial Management BUSINESS & ECONOMICS / Management BUSINESS & ECONOMICS / Management Science BUSINESS & ECONOMICS / Organizational Behavior Wirtschaft |
| url | https://onlinelibrary.wiley.com/doi/book/10.1002/9781119176718 |
| work_keys_str_mv | AT barshoppaulh capitalprojectswhateveryexecutiveneedstoknowtoavoidcostlymistakesandmakemajorinvestmentspayoff |