International Institute for Learning, Harold Kerzner, Frank P Saladis
What Executives Need to Know about Project Management
International Institute for Learning, Harold Kerzner, Frank P Saladis
What Executives Need to Know about Project Management
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This is the second book in the new partnership between Wiley and the International Institute for Learning (IIL). The new series features cutting-edge approaches to project management that provide project managers with new perspectives as well as practical tools. Written by bestselling project management experts Harold Kerzner and Frank Saladis,What Executives Need to Know About Project Management conveys the basic principles of project management to top managers who need an understanding of the benefits of project management and how it fits into the overall business strategy, without the need to delve into the step-by-step processes.…mehr
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This is the second book in the new partnership between Wiley and the International Institute for Learning (IIL). The new series features cutting-edge approaches to project management that provide project managers with new perspectives as well as practical tools. Written by bestselling project management experts Harold Kerzner and Frank Saladis,What Executives Need to Know About Project Management conveys the basic principles of project management to top managers who need an understanding of the benefits of project management and how it fits into the overall business strategy, without the need to delve into the step-by-step processes.
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Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Produktdetails
- Produktdetails
- Verlag: John Wiley & Sons / Wiley
- 1. Auflage
- Seitenzahl: 304
- Erscheinungstermin: 1. August 2009
- Englisch
- Abmessung: 235mm x 163mm x 28mm
- Gewicht: 569g
- ISBN-13: 9780470500811
- ISBN-10: 0470500816
- Artikelnr.: 26488320
- Verlag: John Wiley & Sons / Wiley
- 1. Auflage
- Seitenzahl: 304
- Erscheinungstermin: 1. August 2009
- Englisch
- Abmessung: 235mm x 163mm x 28mm
- Gewicht: 569g
- ISBN-13: 9780470500811
- ISBN-10: 0470500816
- Artikelnr.: 26488320
HAROLD D. KERZNER, PH.D., is Senior Executive Director at the International Institute for Learning, Inc., a global learning solutions company that conducts training for leading corporations throughout the world. He is a globally recognized expert on project, program, and portfolio management, total quality management, and strategic planning. Dr. Kerzner is the author of bestselling books and texts, including the acclaimed Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition. FRANK P. SALADIS, PMP, is a Senior Consultant and Trainer for the International Institute for Learning, Inc. and editor of the allPM.com newsletter, a global project management publication. Mr. Saladis was awarded the 2006 Linn Stuckenbruck Person of the Year Award by the Project Management Institute. The award recognizes people who have made significant contributions to the Institute as leaders in project management. Mr. Saladis is the originator of International Project Management Day, held each year to celebrate and recognize project managers from around the world. INTERNATIONAL INSTITUTE FOR LEARNING, INC. (IIL) is a global leader in professional training and comprehensive consulting services in the areas of project, program, and portfolio management, PRINCE2(R), business analysis, Microsoft(R) Office Project and Project Server, and Lean Six Sigma. IIL is an IIBA-endorsed education provider, a PMI(R) charter global registered education provider, and a member of PMI's Silver Alliance Circle and Corporate Council.
Chapter 1: PROJECT MANAGEMENT PRINCIPLES. The Triple Constraint. Types of
Project resources. Chapter 2: THE EVOLUTION OF PROJECT MANAGEMENT.
Evolution of Project Management. Evolution: Project Objectives. Evolution:
Definition of Success. Evolution: Velocity of Change. Evolution: Authority
and Job Descriptions. Evolution: Evaluating Team Members. Evolution:
Accountability. Evolution: Project Management Skills. Evolution: Management
Style. Evolution: Project Sponsorship. Evolution: Project Failures.
Improvement Opportunities. Resistance to Change. Chapter 3: THE BENEFITS OF
PROJECT MANAGEMENT. Benefits of Project Management. Quantifying the
Benefits. Chapter 4: THREE CORE BEST PRACTICES. The First Best Practice.
The Second Best Practice. The Third Best Practice. Chapter 5: ROLE OF THE
EXECUTIVE AS A PROJECT SPONSOR. How Executives Interface Projects. The
Executive Sponsor's Role. Chapter 6: SPECIAL PROBLEMS FACING EXECUTIVES.
Pushing Sponsorship Down. Committee Sponsorship. Handling Disagreements
with the Sponsor. When to Seek the Sponsor's Help. Types of Sponsor
Involvement. Placating the (External) Customers. Gate Review Meetings.
Sponsorship Problems. The Exit Champion. Having a Vested Interest. Project
Champions vs. Exit Champions. The Collective Belief. Advertising
Sponsorship. Working with the Onsite Representatives. Kickoff Meetings for
Projects. Taking the Lead. Rewarding Project Teams. Enterprise Project
Management. Executive Involvement (with Tradeoffs). Chapter 7: NEW
CHALLENGES FACING SENIOR MANAGEMENT. Measuring Project Management Success.
Success. Types of Values. Four Cornerstones of Success. Success versus
Failure. High Level Progress Reporting. Validating the Assumptions.
Accelerating Projects. Project Manager Selection. Delegation of Authority.
Visible Support. Channels of Communications. Avoid Buy-ins. Budgeting.
Working relationships. Chapter 8: ADDITIONAL RESPONSIBILITIES FOR
EXECUTIVES. The New Role for Executives. Activities for a PMO. The
Executive Interface. Expectations. A Structured Path to Maturity. An
Unstructured Path to Maturity. Conclusion. Index.
Project resources. Chapter 2: THE EVOLUTION OF PROJECT MANAGEMENT.
Evolution of Project Management. Evolution: Project Objectives. Evolution:
Definition of Success. Evolution: Velocity of Change. Evolution: Authority
and Job Descriptions. Evolution: Evaluating Team Members. Evolution:
Accountability. Evolution: Project Management Skills. Evolution: Management
Style. Evolution: Project Sponsorship. Evolution: Project Failures.
Improvement Opportunities. Resistance to Change. Chapter 3: THE BENEFITS OF
PROJECT MANAGEMENT. Benefits of Project Management. Quantifying the
Benefits. Chapter 4: THREE CORE BEST PRACTICES. The First Best Practice.
The Second Best Practice. The Third Best Practice. Chapter 5: ROLE OF THE
EXECUTIVE AS A PROJECT SPONSOR. How Executives Interface Projects. The
Executive Sponsor's Role. Chapter 6: SPECIAL PROBLEMS FACING EXECUTIVES.
Pushing Sponsorship Down. Committee Sponsorship. Handling Disagreements
with the Sponsor. When to Seek the Sponsor's Help. Types of Sponsor
Involvement. Placating the (External) Customers. Gate Review Meetings.
Sponsorship Problems. The Exit Champion. Having a Vested Interest. Project
Champions vs. Exit Champions. The Collective Belief. Advertising
Sponsorship. Working with the Onsite Representatives. Kickoff Meetings for
Projects. Taking the Lead. Rewarding Project Teams. Enterprise Project
Management. Executive Involvement (with Tradeoffs). Chapter 7: NEW
CHALLENGES FACING SENIOR MANAGEMENT. Measuring Project Management Success.
Success. Types of Values. Four Cornerstones of Success. Success versus
Failure. High Level Progress Reporting. Validating the Assumptions.
Accelerating Projects. Project Manager Selection. Delegation of Authority.
Visible Support. Channels of Communications. Avoid Buy-ins. Budgeting.
Working relationships. Chapter 8: ADDITIONAL RESPONSIBILITIES FOR
EXECUTIVES. The New Role for Executives. Activities for a PMO. The
Executive Interface. Expectations. A Structured Path to Maturity. An
Unstructured Path to Maturity. Conclusion. Index.
Chapter 1: PROJECT MANAGEMENT PRINCIPLES. The Triple Constraint. Types of
Project resources. Chapter 2: THE EVOLUTION OF PROJECT MANAGEMENT.
Evolution of Project Management. Evolution: Project Objectives. Evolution:
Definition of Success. Evolution: Velocity of Change. Evolution: Authority
and Job Descriptions. Evolution: Evaluating Team Members. Evolution:
Accountability. Evolution: Project Management Skills. Evolution: Management
Style. Evolution: Project Sponsorship. Evolution: Project Failures.
Improvement Opportunities. Resistance to Change. Chapter 3: THE BENEFITS OF
PROJECT MANAGEMENT. Benefits of Project Management. Quantifying the
Benefits. Chapter 4: THREE CORE BEST PRACTICES. The First Best Practice.
The Second Best Practice. The Third Best Practice. Chapter 5: ROLE OF THE
EXECUTIVE AS A PROJECT SPONSOR. How Executives Interface Projects. The
Executive Sponsor's Role. Chapter 6: SPECIAL PROBLEMS FACING EXECUTIVES.
Pushing Sponsorship Down. Committee Sponsorship. Handling Disagreements
with the Sponsor. When to Seek the Sponsor's Help. Types of Sponsor
Involvement. Placating the (External) Customers. Gate Review Meetings.
Sponsorship Problems. The Exit Champion. Having a Vested Interest. Project
Champions vs. Exit Champions. The Collective Belief. Advertising
Sponsorship. Working with the Onsite Representatives. Kickoff Meetings for
Projects. Taking the Lead. Rewarding Project Teams. Enterprise Project
Management. Executive Involvement (with Tradeoffs). Chapter 7: NEW
CHALLENGES FACING SENIOR MANAGEMENT. Measuring Project Management Success.
Success. Types of Values. Four Cornerstones of Success. Success versus
Failure. High Level Progress Reporting. Validating the Assumptions.
Accelerating Projects. Project Manager Selection. Delegation of Authority.
Visible Support. Channels of Communications. Avoid Buy-ins. Budgeting.
Working relationships. Chapter 8: ADDITIONAL RESPONSIBILITIES FOR
EXECUTIVES. The New Role for Executives. Activities for a PMO. The
Executive Interface. Expectations. A Structured Path to Maturity. An
Unstructured Path to Maturity. Conclusion. Index.
Project resources. Chapter 2: THE EVOLUTION OF PROJECT MANAGEMENT.
Evolution of Project Management. Evolution: Project Objectives. Evolution:
Definition of Success. Evolution: Velocity of Change. Evolution: Authority
and Job Descriptions. Evolution: Evaluating Team Members. Evolution:
Accountability. Evolution: Project Management Skills. Evolution: Management
Style. Evolution: Project Sponsorship. Evolution: Project Failures.
Improvement Opportunities. Resistance to Change. Chapter 3: THE BENEFITS OF
PROJECT MANAGEMENT. Benefits of Project Management. Quantifying the
Benefits. Chapter 4: THREE CORE BEST PRACTICES. The First Best Practice.
The Second Best Practice. The Third Best Practice. Chapter 5: ROLE OF THE
EXECUTIVE AS A PROJECT SPONSOR. How Executives Interface Projects. The
Executive Sponsor's Role. Chapter 6: SPECIAL PROBLEMS FACING EXECUTIVES.
Pushing Sponsorship Down. Committee Sponsorship. Handling Disagreements
with the Sponsor. When to Seek the Sponsor's Help. Types of Sponsor
Involvement. Placating the (External) Customers. Gate Review Meetings.
Sponsorship Problems. The Exit Champion. Having a Vested Interest. Project
Champions vs. Exit Champions. The Collective Belief. Advertising
Sponsorship. Working with the Onsite Representatives. Kickoff Meetings for
Projects. Taking the Lead. Rewarding Project Teams. Enterprise Project
Management. Executive Involvement (with Tradeoffs). Chapter 7: NEW
CHALLENGES FACING SENIOR MANAGEMENT. Measuring Project Management Success.
Success. Types of Values. Four Cornerstones of Success. Success versus
Failure. High Level Progress Reporting. Validating the Assumptions.
Accelerating Projects. Project Manager Selection. Delegation of Authority.
Visible Support. Channels of Communications. Avoid Buy-ins. Budgeting.
Working relationships. Chapter 8: ADDITIONAL RESPONSIBILITIES FOR
EXECUTIVES. The New Role for Executives. Activities for a PMO. The
Executive Interface. Expectations. A Structured Path to Maturity. An
Unstructured Path to Maturity. Conclusion. Index.