Project Management : (Record no. 32349)
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| 000 -LEADER | |
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| fixed length control field | 11186nam a22005053i 4500 |
| 001 - CONTROL NUMBER | |
| control field | EBC7103629 |
| 003 - CONTROL NUMBER IDENTIFIER | |
| control field | MiAaPQ |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20240724115625.0 |
| 006 - FIXED-LENGTH DATA ELEMENTS--ADDITIONAL MATERIAL CHARACTERISTICS | |
| fixed length control field | m o d | |
| 007 - PHYSICAL DESCRIPTION FIXED FIELD--GENERAL INFORMATION | |
| fixed length control field | cr cnu|||||||| |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 240724s2013 xx o ||||0 eng d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| International Standard Book Number | 9781118418550 |
| Qualifying information | (electronic bk.) |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| Canceled/invalid ISBN | 9781118022276 |
| 035 ## - SYSTEM CONTROL NUMBER | |
| System control number | (MiAaPQ)EBC7103629 |
| 035 ## - SYSTEM CONTROL NUMBER | |
| System control number | (Au-PeEL)EBL7103629 |
| 035 ## - SYSTEM CONTROL NUMBER | |
| System control number | (OCoLC)1347028542 |
| 040 ## - CATALOGING SOURCE | |
| Original cataloging agency | MiAaPQ |
| Language of cataloging | eng |
| Description conventions | rda |
| -- | pn |
| Transcribing agency | MiAaPQ |
| Modifying agency | MiAaPQ |
| 050 #4 - LIBRARY OF CONGRESS CALL NUMBER | |
| Classification number | HD69.P75 K47 2013 |
| 082 0# - DEWEY DECIMAL CLASSIFICATION NUMBER | |
| Classification number | 658.4/04 |
| 100 1# - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Kerzner, Harold. |
| 245 10 - TITLE STATEMENT | |
| Title | Project Management : |
| Remainder of title | A Systems Approach to Planning, Scheduling, and Controlling. |
| 250 ## - EDITION STATEMENT | |
| Edition statement | 1st ed. |
| 264 #1 - PRODUCTION, PUBLICATION, DISTRIBUTION, MANUFACTURE, AND COPYRIGHT NOTICE | |
| Place of production, publication, distribution, manufacture | Newark : |
| Name of producer, publisher, distributor, manufacturer | John Wiley & Sons, Incorporated, |
| Date of production, publication, distribution, manufacture, or copyright notice | 2013. |
| 264 #4 - PRODUCTION, PUBLICATION, DISTRIBUTION, MANUFACTURE, AND COPYRIGHT NOTICE | |
| Date of production, publication, distribution, manufacture, or copyright notice | ©2013. |
| 300 ## - PHYSICAL DESCRIPTION | |
| Extent | 1 online resource (1296 pages) |
| 336 ## - CONTENT TYPE | |
| Content type term | text |
| Content type code | txt |
| Source | rdacontent |
| 337 ## - MEDIA TYPE | |
| Media type term | computer |
| Media type code | c |
| Source | rdamedia |
| 338 ## - CARRIER TYPE | |
| Carrier type term | online resource |
| Carrier type code | cr |
| Source | rdacarrier |
| 490 1# - SERIES STATEMENT | |
| Series statement | New York Academy of Sciences Series |
| 505 0# - FORMATTED CONTENTS NOTE | |
| Formatted contents note | Intro -- Project Management: A Systems Approach to Planning, Scheduling, and Controlling -- Copyright -- Contents -- Preface -- 1: Overview -- 1.0: Introduction -- 1.1: Understanding Project Management -- 1.2: Defining Project Success -- 1.3: Success, Trade-Offs, and Competing Constraints -- 1.4: The Project Manager-Line Manager Interface -- 1.5: Defining the Project Manager's Role -- 1.6: Defining the Functional Manager's Role -- 1.7: Defining the Functional Employee's Role -- 1.8: Defining the Executive's Role -- 1.9: Working with Executives -- 1.10: Committee Sponsorship/Governance -- 1.11: The Project Manager as the Planning Agent -- 1.12: Project Champions -- 1.13: The Downside of Project Management -- 1.14: Project-Driven versus Non-Project-Driven Organizations -- 1.15: Marketing in the Project-Driven Organization -- 1.16: Classification of Projects -- 1.17: Location of the Project Manager -- 1.18: Differing Views of Project Management -- 1.19: Public-Sector Project Management -- 1.20: International Project Management -- 1.21: Concurrent Engineering: A Project Management Approach -- 1.22: Added Value -- 1.23: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Study -- Williams Machine Tool Company -- 2: Project Management Growth: Concepts and Definitions -- 2.0: Introduction -- 2.1: General Systems Management -- 2.2: Project Management: 1945-1960 -- 2.3: Project Management: 1960-1985 -- 2.4: Project Management: 1985-2012 -- 2.5: Resistance to Change -- 2.6: Systems, Programs, and Projects: A Definition -- 2.7: Product versus Project Management: A Definition -- 2.8: Maturity and Excellence: A Definition -- 2.9: Informal Project Management: A Definition -- 2.10: The Many Faces of Success -- 2.11: The Many Faces of Failure -- 2.12: The Stage-Gate Process -- 2.13: Project Life Cycles. |
| 505 8# - FORMATTED CONTENTS NOTE | |
| Formatted contents note | 2.14: Gate Review Meetings (Project Closure) -- 2.15: Engagement Project Management -- 2.16: Project Management Methodologies: A Definition -- 2.17: Enterprise Project Management Methodologies -- 2.18: Methodologies Can Fail -- 2.19: Organizational Change Management and Corporate Cultures -- 2.20: Project Management Intellectual Property -- 2.21: Systems Thinking -- 2.22: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Study -- Creating a Methodology -- 3: Organizational Structures -- 3.0: Introduction -- 3.1: Organizational Work Flow -- 3.2: Traditional (Classical) Organization -- 3.3: Developing Work Integration Positions -- 3.4: Line-Staff Organization (Project Coordinator) -- 3.5: Pure Product (Projectized) Organization -- 3.6: Matrix Organizational Form -- 3.7: Modification of Matrix Structures -- 3.8: The Strong, Weak, or Balanced Matrix -- 3.9: Center for Project Management Expertise -- 3.10: Matrix Layering -- 3.11: Selecting the Organizational Form -- 3.12: Structuring the Small Company -- 3.13: Strategic Business Unit (SBU) Project Management -- 3.14: Transitional Management -- 3.15: Barriers to Implementing Project Management in Emerging Markets -- Culture -- Status and Politics -- Implementation of Project Management -- Other Barriers -- Recommendations -- 3.16: Seven Fallacies that Delay Project Management Maturity -- 3.17: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Studies -- Jones and Shephard Accountants, Inc. -- Coronado Communications -- 4: Organizing and Staffing the Project Office and Team -- 4.0: Introduction -- 4.1: The Staffing Environment -- 4.2: Selecting the Project Manager: An Executive Decision -- 4.3: Skill Requirements for Project and Program Managers -- Team-Building Skills -- Leadership Skills -- Conflict Resolution Skills. |
| 505 8# - FORMATTED CONTENTS NOTE | |
| Formatted contents note | Technical Skills -- Planning Skills -- Organizational Skills -- Entrepreneurial Skills -- Administrative Skills -- Management Support Building Skills -- Resource Allocation Skills -- 4.4: Special Cases in Project Manager Selection -- 4.5: Selecting the Wrong Project Manager -- Maturity -- Hard-Nosed Tactics -- Availability -- Technical Expertise -- Customer Orientation -- New Exposure -- Company Exposure -- 4.6: Next Generation Project Managers -- 4.7: Duties and Job Descriptions -- 4.8: The Organizational Staffing Process -- 4.9: The Project Office -- 4.10: The Functional Team -- 4.11: The Project Organizational Chart -- 4.12: Special Problems -- 4.13: Selecting the Project Management Implementation Team -- 4.14: Mistakes Made by Inexperienced Project Managers -- 4.15: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- 5: Management Functions -- 5.0: Introduction -- 5.1: Controlling -- 5.2: Directing -- 5.3: Project Authority -- 5.4: Interpersonal Influences -- 5.5: Barriers to Project Team Development -- 5.6: Suggestions for Handling the Newly Formed Team -- 5.7: Team Building as an Ongoing Process -- 5.8: Dysfunctions of a Team -- 5.9: Leadership in a Project Environment -- 5.10: Life-Cycle Leadership -- 5.11: Value-Based Project Leadership -- 5.12: Organizational Impact -- 5.13: Employee-Manager Problems -- 5.14: Management Pitfalls -- 5.15: Communications -- 5.16: Project Review Meetings -- 5.17: Project Management Bottlenecks -- 5.18: Cross-Cutting Skills -- 5.19: Active Listening -- 5.20: Project Problem-Solving -- 5.21: Brainstorming -- 5.22: Project Decision-Making -- 5.23: Predicting the Outcome of a Decision -- 5.24: Facilitation -- 5.25: Handling Negative Team Dynamics -- 5.26: Communication Traps -- 5.27: Proverbs and Laws -- 5.28: Human Behavior Education -- 5.29: Management Policies and Procedures. |
| 505 8# - FORMATTED CONTENTS NOTE | |
| Formatted contents note | 5.30: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Studies -- The Trophy Project -- Communication Failures -- McRoy Aerospace -- The Poor Worker -- The Prima Donna -- The Team Meeting -- A Tough Decision -- Leadership Effectiveness (A) -- Leadership Effectiveness (B) -- Motivational Questionnaire -- 6: Management of Your Time and Stress -- 6.0: Introduction -- 6.1: Understanding Time Management -- 6.2: Time Robbers -- 6.3: Time Management Forms -- 6.4: Effective Time Management -- 6.5: Stress and Burnout -- 6.6: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Study -- The Reluctant Workers -- 7: Conflicts -- 7.0: Introduction -- 7.1: Objectives -- 7.2: The Conflict Environment -- 7.3: Types of Conflicts -- 7.4: Conflict Resolution -- 7.5: Understanding Superior, Subordinate, and Functional Conflicts -- 7.6: The Management of Conflicts -- 7.7: Conflict Resolution Modes -- Confronting (or Collaborating) -- Compromising -- Smoothing (or Accommodating) -- Forcing (or Competing, Being Uncooperative, Being Assertive) -- Avoiding (or Withdrawing) -- 7.8: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Studies -- Facilities Scheduling at Mayer Manufacturing -- Telestar International -- Handling Conflict in Project Management -- Part 1: Facing the Conflict -- Part 2: Understanding Emotions -- Part 3: Establishing Communications -- Part 4: Conflict Resolution Modes -- Part 5: Understanding Your Choices -- Part 6: Interpersonal Influences -- 8: Special Topics -- 8.0: Introduction -- 8.1: Performance Measurement -- 8.2: Financial Compensation and Rewards -- Job Classifications and Job Descriptions -- Base-Pay Classifications and Incentives -- Performance Appraisals -- Merit Increases and Bonuses -- 8.3: Critical Issues with Rewarding Project Teams. |
| 505 8# - FORMATTED CONTENTS NOTE | |
| Formatted contents note | 8.4: Effective Project Management in the Small Business Organization -- 8.5: Mega Projects -- 8.6: Morality, Ethics, and the Corporate Culture -- 8.7: Professional Responsibilities -- Conflict of Interest -- Inappropriate Connections -- Acceptance of Gifts -- Responsibility to Your Company (and Stakeholders) -- 8.8: Internal Partnerships -- 8.9: External Partnerships -- 8.10: Training and Education -- 8.11: Integrated Product/Project Teams -- 8.12: Virtual Project Teams -- 8.13: Breakthrough Projects -- 8.14: Managing Innovation Projects -- Understanding Innovation -- Project Selection -- Project Selection Obstacles -- Identification of Projects -- 8.15: Agile Project Management -- 8.16: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Study -- Is It Fraud? -- 9: The Variables for Success -- 9.0: Introduction -- 9.1: Predicting Project Success -- 9.2: Project Management Effectiveness -- 9.3: Expectations -- 9.4: Lessons Learned -- 9.5: Understanding Best Practices -- What to Do with a Best Practice? -- Critical Questions -- Levels of Best Practices -- Common Beliefs -- Best Practices Library -- 9.6: Best Practices versus Proven Practices -- 9.7: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Study -- Radiance International -- 10: Working with Executives -- 10.0: Introduction -- 10.1: The Project Sponsor -- Committee Sponsorship -- When to Seek Help -- The New Role of the Executive -- Active versus Passive Involvement -- Managing Scope Creep -- The Executive Champion -- 10.2: Handling Disagreements with the Sponsor -- 10.3: The Collective Belief -- 10.4: The Exit Champion -- 10.5: The In-House Representatives -- 10.6: Stakeholder Relations Management -- 10.7: Politics -- 10.8: Studying Tips for the PMI® Project Management Certification Exam -- Problems -- Case Studies. |
| 505 8# - FORMATTED CONTENTS NOTE | |
| Formatted contents note | Corwin Corporation. |
| 588 ## - SOURCE OF DESCRIPTION NOTE | |
| Source of description note | Description based on publisher supplied metadata and other sources. |
| 590 ## - LOCAL NOTE (RLIN) | |
| Local note | Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name entry element | Project management-Case studies. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name entry element | Project management. |
| 655 #4 - INDEX TERM--GENRE/FORM | |
| Genre/form data or focus term | Electronic books. |
| 776 08 - ADDITIONAL PHYSICAL FORM ENTRY | |
| Relationship information | Print version: |
| Main entry heading | Kerzner, Harold |
| Title | Project Management |
| Place, publisher, and date of publication | Newark : John Wiley & Sons, Incorporated,c2013 |
| International Standard Book Number | 9781118022276 |
| 797 2# - LOCAL ADDED ENTRY--CORPORATE NAME (RLIN) | |
| Corporate name or jurisdiction name as entry element | ProQuest (Firm) |
| 830 #0 - SERIES ADDED ENTRY--UNIFORM TITLE | |
| Uniform title | New York Academy of Sciences Series |
| 856 40 - ELECTRONIC LOCATION AND ACCESS | |
| Uniform Resource Identifier | <a href="https://ebookcentral.proquest.com/lib/orpp/detail.action?docID=7103629">https://ebookcentral.proquest.com/lib/orpp/detail.action?docID=7103629</a> |
| Public note | Click to View |
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