000 06286cam a2200781 i 4500
001 ocn857754214
003 OCoLC
005 20171106092354.0
006 m o d
007 cr |||||||||||
008 130906s2014 nju ob 001 0 eng
010 _a 2013036406
020 _a9781118809129 (Adobe PDF)
020 _a1118809122 (Adobe PDF)
020 _a9781118809174 (ePub)
020 _a1118809173 (ePub)
020 _z9781118809198 (cloth)
020 _a9781118841617
020 _a1118841611
020 _z111880919X
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035 _a(OCoLC)857754214
_z(OCoLC)876349112
_z(OCoLC)880900306
_z(OCoLC)961621174
_z(OCoLC)962567561
040 _aDLC
_beng
_erda
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049 _aMAIN
050 0 0 _aHD69.P75
072 7 _aBUS
_x082000
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072 7 _aBUS
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072 7 _aBUS
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072 7 _aBUS
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082 0 0 _a658.4/04
_223
100 1 _aKerzner, Harold.
245 1 0 _aProject recovery : case studies and techniques for overcoming project failure /
_cHarold Kerzner.
_h[electronic resource]
264 1 _aHoboken, New Jersey :
_bJohn Wiley & Sons, Inc.,
_c[2013]
300 _a1 online resource.
336 _atext
_2rdacontent
337 _acomputer
_2rdamedia
338 _aonline resource
_2rdacarrier
504 _aIncludes bibliographical references and index.
505 0 _aProject Recovery: Case Studies and Techniques for Overcoming Project Failure; Copyright; Contents; Preface; Chapter 1: Understanding Success and Failure; 1.0 Introduction; 1.1 Success: Historical Perspective; 1.2 Early Modifications to Triple Constraints; 1.3 Primary and Secondary Constraints; 1.4 Prioritization of Constraints; 1.5 From Triple Constraints to Competing Constraints; 1.6 Future Definitions of Project Success; 1.7 Different Definitions of Project Success; 1.8 Understanding Project Failure; 1.9 Degrees of Project Failure; 1.10 Other Categories of Project Failure.
505 8 _a1.11 Summary of Lessons LearnedChapter 2: Causes of Project Failure; 2.0 Introduction; 2.1 Facts About Project Failure; 2.2 Causes of Project Failure; 2.3 Schedule Failure; 2.4 Failures Due to Unknown Technology; 2.5 Project Size and Success/Failure Risk; 2.6 Failure Due to Improper Critical Failure Factors; 2.7 Failure to Establish Tracking Metrics; 2.8 Failing to Recognize Early Warning Signs; 2.9 Improper Selection of Critical Team Members; 2.10 Uncertain Rewards; 2.11 Estimating Failures; 2.12 Staffing Failures; 2.13 Planning Failures; 2.14 Risk Management Failures.
505 8 _a2.15 Management Mistakes2.16 Lacking Sufficient Tools; 2.17 Failure of Success; 2.18 Motivation to Fail; 2.19 Tradeoff Failures; 2.20 Summary of Lessons Learned; Chapter 3: Business Case Failure; 3.0 Introduction; 3.1 Changing Stakeholders; 3.2 Revalidation of Assumptions; 3.3 Managing Innovation; 3.4 Examples of Changing Business Cases; 3.5 Prologue to the Iridium Case Study; 3.6 Rise, Fall and Resurrection of Iridium; Naming the Project "Iridium"; Obtaining Executive Support; Launching the Venture; Iridium System; Terrestial and Space-Based Network.
505 8 _aProject Initiation: Developing Business Case"Hidden" Business Case; Risk Management; Collective Belief; Iridium's Infancy Years; Debt Financing; M-Star Project; A New CEO; Project Management at Motorola (Iridium); Satellite Launches; Initial Public Offering (IPO); Signing Up Customers; Iridium's Rapid Ascent; Iridium's Rapid Descent; Iridium "Flu"; Definition of Failure (October 1999); 3.7 Summary of Lessons Learned; Chapter 4: Sponsorship/Governance Failures; 4.0 Introduction; 4.1 Defining Project Governance; 4.2 Project Versus Corporate Governance.
505 8 _a4.3 Roles, Responsibilities and Decision-Making Authority4.4 Governance Frameworks; 4.5 Governance Failures; 4.6 Why Projects are Hard to Kill; 4.7 Collective Belief; 4.8 Exit Champion; 4.9 When to Give Up; 4.10 Prologue to the Denver International Airport Case Study; 4.11 Denver International Airport; Background; Airports and Airline Deregulation; Does Denver Need a New Airport?; Enplaned Passenger Market; Land Selection; Front Range Airport; Airport Design; Project Management; Baggage-Handling System; Early Risk Analysis; March 1991; April 1991; May 1991; August 1991; November 1991.
506 _aDue to publisher license, access is restricted to authorised GRAIL clients only. Please contact GRAIL staff.
520 _aBest practices for picking up the pieces when projects fail There are plenty of books available offering best practices that help you keep your projects on track, but offer guidance on what to do when the worst has already happened. Some studies show that more than half of all large-scale project fail either fail completely, or at least miss targeted budget and scheduling goals. These failures cost organizations time, money, and labor. Project Recovery offers wise guidance and real-world best practices for saving failed projects and recovering as much value as possible from the wreckage. Sinc.
588 _aDescription based on print version record and CIP data provided by publisher.
650 0 _aProject management.
650 7 _aBUSINESS & ECONOMICS
_xIndustrial Management.
_2bisacsh
650 7 _aBUSINESS & ECONOMICS
_xManagement.
_2bisacsh
650 7 _aBUSINESS & ECONOMICS
_xManagement Science.
_2bisacsh
650 7 _aBUSINESS & ECONOMICS
_xOrganizational Behavior.
_2bisacsh
650 7 _aProject management.
_2fast
_0(OCoLC)fst01078797
650 4 _aProject management.
655 4 _aElectronic books.
655 0 _aElectronic books.
776 0 8 _iPrint version:
_aKerzner, Harold.
_tProject recovery
_dHoboken, New Jersey : John Wiley & Sons, Inc., [2013]
_z9781118809198
_w(DLC) 2013035013
856 4 0 _uhttp://onlinelibrary.wiley.com/book/10.1002/9781118841617
_zWiley Online Library
942 _2ddc
_cBK
999 _c206977
_d206977