國立虎尾科技大學 |

Project recovery DUP_1 = case studies and techniques for overcoming project failure /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Project recovery DUP_1/ Harold Kerzner.
其他題名:	case studies and techniques for overcoming project failure /
作者:	Kerzner, Harold.
出版者:	Hoboken, New Jersey :Wiley, : 2014.,
面頁冊數:	1 online resource (xii, 323 p.)
標題:	Project management. -
電子資源:	http://onlinelibrary.wiley.com/book/10.1002/9781118841617
ISBN:	9781118841617 (electronic bk.)

Project recovery DUP_1 = case studies and techniques for overcoming project failure /
Kerzner, Harold.

Project recovery DUP_1case studies and techniques for overcoming project failure /[electronic resource] :Harold Kerzner. - Hoboken, New Jersey :Wiley,2014. - 1 online resource (xii, 323 p.)

Project 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

Best 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

ISBN: 9781118841617 (electronic bk.)

LCCN: 2013036406Subjects--Topical Terms:

558297
Project management.

LC Class. No.: HD69.P75

Dewey Class. No.: 658.4/04

Project recovery DUP_1 = case studies and techniques for overcoming project failure /
LDR:04626cam a22003618i 4500 001 832275
003 OCoLC
006 m o d
007 cr |||||||||||
008 160127s2014 nju o 001 0 eng
010 $a 2013036406
020 $a 9781118841617 (electronic bk.)
020 $a 9781118809129 (electronic bk.)
020 $a 1118809122 (electronic bk.)
020 $a 1118841611 (electronic bk.)
020 $z 9781118809174
020 $z 1118809173
020 $z 9781118809198 (cloth)
035 $a (OCoLC)857754214
035 $a ocn857754214
040 $a DLC $b eng $c DLC $d OCLCO $d EBLCP $d N $d MHW $d MEAUC $d E7B $d DG1 $d CUS
050 1 0 $a HD69.P75
082 0 0 $a 658.4/04 $2 23
100 1 $a Kerzner, Harold. $3 641419
245 1 0 $a Project recovery DUP_1 $h [electronic resource] : $b case studies and techniques for overcoming project failure / $c Harold Kerzner.
260 $a Hoboken, New Jersey : $b Wiley, $c 2014.
300 $a 1 online resource (xii, 323 p.)
505 0 $a Project 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 $a 1.11 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 $a 2.15 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 $a Project 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 $a 4.3 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
520 $a Best 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 $a Description based on online resource; title from PDF title page (Wiley, viewed April 2, 2014)
650 0 $a Project management. $3 558297
856 4 0 $u http://onlinelibrary.wiley.com/book/10.1002/9781118841617