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005 | 20220711203708.0 | ||
006 | m o d | ||
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008 | 181023s2019 njua ob 001 0 eng | ||
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_a(OCoLC)1060180297 _z(OCoLC)1085890375 |
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_a9781119530800 _bWiley |
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042 | _apcc | ||
050 | 1 | 4 |
_aHD69.P75 _bK467 2019 |
072 | 7 |
_aBUS _x082000 _2bisacsh |
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_a658.4/04 _223 |
049 | _aMAIN | ||
100 | 1 |
_aKerzner, Harold, _eauthor. _910050 |
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245 | 1 | 0 |
_aUsing the project management maturity model : _bstrategic planning for project management / _cHarold Kerzner, Ph. D. |
250 | _aThird edition. | ||
264 | 1 |
_aHoboken, New Jersey : _bJohn Wiley & Sons, Inc., _c[2019] |
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300 | _a1 online resource (xviii, 292 pages) | ||
336 |
_atext _btxt _2rdacontent |
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337 |
_acomputer _bc _2rdamedia |
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338 |
_aonline resource _bcr _2rdacarrier |
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504 | _aIncludes bibliographical references and index. | ||
588 | 0 | _aOnline resource; title from digital title page (viewed on March 07, 2019). | |
505 | 0 | _aIntro; Using the Project Management Maturity Model; Contents; Preface; Introduction; Chapter 1 The Need for Strategic Planning for Project Management; Introduction; Misconceptions; Project Management Becomes a Strategic Competency; General Strategic Planning; Participation by the Project Manager in Strategic Planning; What Is Strategic Planning for Project Management?; Executive Involvement; Critical Success Factors for Strategic Planning; Identifying Strategic Resources; Tangible Resources; Why Does Strategic Planning for Project Management Sometimes Fail?; Concluding Remarks | |
505 | 8 | _aChapter 2 The Need to Plan for Project Management MaturityIntroduction; The Need for a Pmmm; Other Purposes for the PMMM; Defining Project Management Maturity; Advantages of Using a PMMM; Disadvantages of Using a PMMM; Selecting a PMMM; Changing the Strategic Direction; Maturity and Core Competencies; Maturity and Assessment Timing; The Importance of Intangible Maturity Metrics; Chapter 3 Customizing the PMMM; The Need for Pmmm Customization; Understanding Customization; Issues with Public-Sector Project Management Maturity; Olympic Games Project Management Maturity | |
505 | 8 | _aCapturing Olympic Games Lessons LearnedChapter 4 An Introduction to the Project Management Maturity Model (PMMM); Introduction; The Foundation for Excellence; Overlap of Levels; Risks; Assessment Instruments; Chapter 5 Level 1: Common Language; Introduction; Roadblocks; Advancement Criteria; Risk; Assessment Instrument for Level 1; Questions; Answer Key; Explanation of Points for Level 1; Opportunities for Customizing Level 1; Chapter 6 Level 2: Common Processes; Introduction; Life Cycles for Level 2; Roadblocks; Advancement Criteria; Risk; Overlapping Levels | |
505 | 8 | _aAssessment Instrument for Level 2Questions; Explanation of Points for Level 2; Opportunities for Customizing Level 2; Chapter 7 Level 3: Singular Methodology; Introduction; Integrated Processes; Culture; Management Support; Informal Project Management; Training and Education; Behavioral Excellence; Roadblocks; Advancement Criteria; Risk; Overlapping Levels; Assessment Instrument for Level 3; Questions; Answer Key; Explanation of Points for Level 3; Opportunities for Customizing Level 3; Chapter 8 Level 4: Benchmarking; Introduction; Characteristics; The Project Office or Center of Excellence | |
505 | 8 | _aBenchmarking OpportunitiesRoadblocks; Advancement Criteria; Assessment Instrument for Level 4; Questions; Explanation of Points for Level 4; Opportunities for Customizing Level 4; Chapter 9 Level 5: Continuous Improvement; Characteristics; Continuous Improvement Areas; The Never-Ending Cycle; Examples of Continuous Improvement; Developing Effective Procedural Documentation; The Challenges; How to Make It Work; Established Practices; Categorizing the Broad Spectrum of Documents; As We Mature ... ; Project Management Methodologies; Continuous Improvement; Capacity Planning; Competency Models | |
520 |
_aIncludes maturity metrics, examples, questions, and illustrations, this detailed guide offers assessment tools for organizations of all sizes to evaluate their progress in effectively integrating project management along the maturity curve. -- _cEdited summary from book. |
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650 | 0 |
_aProject management. _93328 |
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650 | 0 |
_aStrategic planning. _910051 |
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650 | 7 |
_aBUSINESS & ECONOMICS _xIndustrial Management. _2bisacsh _95455 |
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650 | 7 |
_aBUSINESS & ECONOMICS _xManagement. _2bisacsh _95456 |
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650 | 7 |
_aBUSINESS & ECONOMICS _xManagement Science. _2bisacsh _95457 |
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650 | 7 |
_aBUSINESS & ECONOMICS _xOrganizational Behavior. _2bisacsh _95458 |
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650 | 7 |
_aProject management. _2fast _0(OCoLC)fst01078797 _93328 |
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650 | 7 |
_aStrategic planning. _2fast _0(OCoLC)fst01134371 _910051 |
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655 | 0 |
_aElectronic books. _93294 |
|
655 | 4 |
_aElectronic books. _93294 |
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776 | 0 | 8 |
_iPrint version: _aKerzner, Harold. _tUsing the project management maturity model. _bThird edition. _dHoboken, New Jersey : John Wiley & Sons, Inc., [2018] _z9781119530824 _w(DLC) 2018048264 |
856 | 4 | 0 |
_uhttps://doi.org/10.1002/9781119559078 _zWiley Online Library |
942 | _cEBK | ||
994 |
_aC0 _bDG1 |
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999 |
_c69591 _d69591 |