Develop the essential skillset to manage projects critical to business success. Project Management, 5th edition, by Maylor and Turner offers an in-depth, contemporary account of the theory and practice of project management. It discusses project complexities through various facets of project leadership: managerial, relational, and entrepreneurial.
Develop the essential skillset to manage projects critical to business success. Project Management, 5th edition, by Maylor and Turner offers an in-depth, contemporary account of the theory and practice of project management. It discusses project complexities through various facets of project leadership: managerial, relational, and entrepreneurial.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Harvey Maylor is a Professor of Management Practice at the Saïd Business School, University of Oxford. Prior to his professorship, he was the Founding Director of the International Centre for Programme Management at Cranfield University. A researcher and teacher, Harvey is also a consultant to global firms, charities, and governments on projects. Neil Turner is a Professor at Cranfield School of Management. With a background as an engineering manager, he joined following a career in a major multinational telecommunications firm. He has published widely in prestigious journals and teaches project studies on Executive Education, Master's, and Doctoral Courses.
Inhaltsangabe
List of figures and tables Guided tour Preface Acknowledgements Making sense of the project context 1. Introduction 2. Structures and frameworks 3. Projects and organisations Managing the project process: the 4-D model D1: Define it 1. Setting up for success 2. Planning for success D2: Design it 3. Time planning and scheduling 4. Making time planning robust: Advanced Project Thinking (APT) 5. Building a business case for a project 6. Engaging stakeholders 7. Managing risks and opportunities D3: Do it 8. Organising people in the project 9. Leading people in projects 10. Monitoring and controlling the project 11. Procuring, contracting, and working with supply chains 12. Problem-solving and decision-making D4: Develop it 13. Completing projects and learning to improve Index Publisher's Acknowledgments
List of figures and tables Guided tour Preface Acknowledgements Making sense of the project context 1. Introduction 2. Structures and frameworks 3. Projects and organisations Managing the project process: the 4-D model D1: Define it 1. Setting up for success 2. Planning for success D2: Design it 3. Time planning and scheduling 4. Making time planning robust: Advanced Project Thinking (APT) 5. Building a business case for a project 6. Engaging stakeholders 7. Managing risks and opportunities D3: Do it 8. Organising people in the project 9. Leading people in projects 10. Monitoring and controlling the project 11. Procuring, contracting, and working with supply chains 12. Problem-solving and decision-making D4: Develop it 13. Completing projects and learning to improve Index Publisher's Acknowledgments
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