000 06312cam a2200853 i 4500
001 on1060180297
003 OCoLC
005 20220711203708.0
006 m o d
007 cr |n|||||||||
008 181023s2019 njua ob 001 0 eng
010 _a 2018050929
040 _aDLC
_beng
_erda
_epn
_cDLC
_dOCLCO
_dOCLCF
_dUIU
_dDG1
_dYDX
_dN$T
_dEBLCP
_dUKMGB
_dOCLCQ
_dSFB
_dK6U
_dOCLCQ
015 _aGBB938067
_2bnb
016 7 _a019269541
_2Uk
019 _a1085890375
020 _a9781119530879
_q(electronic book)
020 _a1119530873
_q(electronic book)
020 _a9781119530824
_q(electronic publication)
020 _a1119530822
_q(electronic publication)
020 _a9781119559078
_q(electronic book)
020 _a1119559073
_q(electronic book)
020 _a9781119530800
_q(ePub ebook)
020 _a1119530806
020 _z9781119530824
_q(paperback)
020 _z1119530822
_q(paperback)
029 1 _aAU@
_b000065043545
029 1 _aAU@
_b000065193813
029 1 _aAU@
_b000066232533
029 1 _aCHNEW
_b001039213
029 1 _aCHVBK
_b559026765
029 1 _aUKMGB
_b019269541
029 1 _aAU@
_b000067301417
035 _a(OCoLC)1060180297
_z(OCoLC)1085890375
037 _a9781119530800
_bWiley
042 _apcc
050 1 4 _aHD69.P75
_bK467 2019
072 7 _aBUS
_x082000
_2bisacsh
072 7 _aBUS
_x041000
_2bisacsh
072 7 _aBUS
_x042000
_2bisacsh
072 7 _aBUS
_x085000
_2bisacsh
082 0 0 _a658.4/04
_223
049 _aMAIN
100 1 _aKerzner, Harold,
_eauthor.
_910050
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]
300 _a1 online resource (xviii, 292 pages)
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
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.
650 0 _aProject management.
_93328
650 0 _aStrategic planning.
_910051
650 7 _aBUSINESS & ECONOMICS
_xIndustrial Management.
_2bisacsh
_95455
650 7 _aBUSINESS & ECONOMICS
_xManagement.
_2bisacsh
_95456
650 7 _aBUSINESS & ECONOMICS
_xManagement Science.
_2bisacsh
_95457
650 7 _aBUSINESS & ECONOMICS
_xOrganizational Behavior.
_2bisacsh
_95458
650 7 _aProject management.
_2fast
_0(OCoLC)fst01078797
_93328
650 7 _aStrategic planning.
_2fast
_0(OCoLC)fst01134371
_910051
655 0 _aElectronic books.
_93294
655 4 _aElectronic books.
_93294
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
999 _c69591
_d69591