- Item type
- Book
- Language
- anglais
- Pages
- xvii; 452 p.
- Edition
- 3rd ed.
- Publication year
- 2009
- Content notes
- Chapter 1. Leading change through projects --- PART 1. MANAGING THE CONTEXT --- Chapter 2. Projects for delivering beneficial change --- Chapter 3. Project success and strategy --- Chapter 4. The people involved --- PART 2. MANAGING PERFORMANCE --- Chapter 5. Managing scope --- Chapter 6. Managing project organization --- Chapter 7. Managing quality --- Chapter 8. Managing cost --- Chapter 9. Managing time --- Chapter 10. Managing risk --- PART 3. MANAGING THE PROCESS --- Chapter 11. The project process --- Chapter 12. Project start-up --- Chapter 13. Project execution and control --- Chapter 14. Project close out --- PART 4. GOVERNANCE OF PROJECT-BASED MANAGEMENT --- Chapter 15. Project governance --- Chapter 16. Program and portfolio management --- Chapter 17. Developing organizational capability --- Chapter 18. Governance of the project-based organization --- Chapter 19. International projects --- Chapter 20. Epilogue --- Appendix A: Project definition report for the CRMO Rationalization Project --- Appendix B: Project control documents for the CRMO Rationalization Project.
“One of the most influential books ever written on the development of project management, ‘The handbook of project-based management’ has been completely revised to reflect today’s challenges. The Third Edition features a major change in focus from delivering corporate objectives to achieving strategic change, including embedding corporate change after a project is completed. Filled with over 150 illustrations, the Third Edition of ‘The handbook of project-based management’ is a rigorous guide to project management practice for the twenty-first century and features: - Complete tools for managing project performance and process; - New focus on achieving strategic change; new information on the project life cycle; new applications to different industries; new material on strategic design, stakeholders, and organizational capability; shift in emphasis from administrative procedures to governance” in book jacket.
Chapter 1. Leading change through projects --- PART 1. MANAGING THE CONTEXT --- Chapter 2. Projects for delivering beneficial change --- Chapter 3. Project success and strategy --- Chapter 4. The people involved --- PART 2. MANAGING PERFORMANCE --- Chapter 5. Managing scope --- Chapter 6. Managing project organization --- Chapter 7. Managing quality --- Chapter 8. Managing cost --- Chapter 9. Managing time --- Chapter 10. Managing risk --- PART 3. MANAGING THE PROCESS --- Chapter 11. The project process --- Chapter 12. Project start-up --- Chapter 13. Project execution and control --- Chapter 14. Project close out --- PART 4. GOVERNANCE OF PROJECT-BASED MANAGEMENT --- Chapter 15. Project governance --- Chapter 16. Program and portfolio management --- Chapter 17. Developing organizational capability --- Chapter 18. Governance of the project-based organization --- Chapter 19. International projects --- Chapter 20. Epilogue --- Appendix A: Project definition report for the CRMO Rationalization Project --- Appendix B: Project control documents for the CRMO Rationalization Project..
