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| 050 | 4 |
_aHD69.P75 _bG875 2016 EB |
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| 100 | 1 |
_aGurjar, Nikhil, _eautor |
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| 245 | 1 | 2 |
_aA forward looking approach to project management : _btools, trends, and the impact of disruptive technologies _cNikhil Gurjar. |
| 264 | 1 |
_aSingapore _bSpringer _c[2016] |
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| 264 | 4 | _c2017 | |
| 300 |
_a1 recurso en línea (xxx, 401 páginas) _bilustraciones (algunas a color) |
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| 336 |
_aTexto _btxt _2rdacontent |
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| 337 |
_aelectrónico _bc _2rdamedia |
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| 338 |
_arecurso electrónico _bcr _2rdacarrier |
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| 347 |
_atext file _bPDF _2rda |
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| 490 | 0 |
_aLecture notes in management and industrial engineering _x2198-0772 |
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| 500 |
_aSpringerLink _bSpringer Engineering eBooks 2017 English+International |
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| 504 | _aIncluye referencias bibliográficas e índice | ||
| 505 | 0 | _aPreface; Acknowledgement; The Rationale Behind This Book; Contents; List of Figures; List of Tables; Part I A Reality Check; 1 Introduction; 1.1 Introduction; 1.2 How Project Management Evolved; 1.2.1 PMBoK® as a Guidance Versus PMBoK® as a Standard; 1.2.2 Navigating Through the Layers; 1.3 How Are These Methods Different?; 1.3.1 The Micro-Drill Effect; 1.3.2 Characterizing the Change; 1.4 Types of Project Environments; 1.4.1 What Is the Business Issue?; 1.4.2 Limitations of Existing Attempts; 1.4.3 Refining the Business Issue; 1.4.4 An Alternative Framework; 1.5 Types of Projects. | |
| 505 | 8 | _a1.5.1 Cardinal Questions1.5.2 Conventional Thinking on Types; 1.5.3 Why Is Classification Not Useable?; 1.5.4 An Alternate View; 1.6 The Distinction Between the Two Approaches; 1.6.1 Advantages of Stereotyping; 1.6.2 Disadvantages of Stereotyping; 1.7 Key Takeaways; 2 Basic Misconceptions in Projects; 2.1 Hello World!; 2.1.1 Drawing the Line Between Projects and Operations; 2.1.2 Similarities Between Projects and Operations; 2.2 Projects in Business; 2.3 Project Approvals are Complex Financial Decisions; 2.3.1 Cost -- Benefit Analysis; 2.3.2 Appraise the Investment. | |
| 505 | 8 | _a2.3.3 Recap of Basic Financial Management Concepts2.4 A More Balanced Perspective of Project Evaluation; 2.5 Key Takeaways; 3 A Quick Honest Beginning!; 3.1 All's Well!; 3.2 Caselet 1; 3.3 Caselet 2; 3.4 Caselet 3; 3.5 Caselet 4; 3.6 Real Life Cases: As Narrated by a Project Manager-1; 3.7 Real Life Cases: As Narrated by a Project Manager-2; 3.8 Real Life Cases: As Narrated by a Project Manager-3; 3.8.1 Case 1; 3.8.2 Case 2; Part II Reviewing Projects: First Level; 4 The Systems View of Management-I; 4.1 Introduction; 4.2 An Example Framework; 4.3 The Project Management Context. | |
| 505 | 8 | _a4.4 Project Phase4.5 Project Life Cycle; 4.6 Types of Project Life Cycles; 4.6.1 SDLC: The Linear Model; 4.6.2 The Incremental Model; 4.6.3 A Quick Simulation; 4.6.4 Rapid Application Development; 4.7 A Generic Treatment; 4.8 A Popular Issue; 4.9 Key Takeaways; 5 The Systems View of Management-II; 5.1 The Project Organization; 5.1.1 The Structural Frame; 5.1.2 The Human Resource Frame; 5.1.3 The Political Frame; 5.1.4 The Symbolic Frame; 5.2 Project Organization: Types of Structural Frames; 5.3 Functional Organization; 5.4 Projectized Organizations; 5.5 Matrix Organizations. | |
| 505 | 8 | _a5.6 Demystifying the Structural Frame5.7 The Biological Entrepreneurial Model; 5.7.1 Understanding the Biological Component; 5.7.2 A Quick View of the Model; 5.8 Key Takeaways; 6 Basic Mantras of Project Management; 6.1 A Serious Note to Begin with!; 6.2 Wits of Experience!; 6.3 Formal Project Management; 6.4 Project Stakeholders; 6.5 The First Mantra; 6.6 Project Scope Management; 6.7 The Second Mantra; 6.8 Project Plan and Schedule Management; 6.8.1 Two Problems to Avoid; 6.9 The Third Mantra; 6.10 Project Costing; 6.10.1 The Pseudo Management Problem; 6.11 The Fourth Mantra. | |
| 520 | 3 | _aThis book is intended as a basis for advanced treatment of concepts in project management. In the current scenario where most questions are answered through the internet, the knowledge element in project management has come under the influence of disruptive technologies. In other words, project managers no longer get 'points' for knowing something that is easily available on the internet. This has far-reaching consequences. The present day project managers need to orient themselves to newer benchmarks of what is required for success on the business front. This book deals with a few such advanced concepts in project management. This book is not designed as an elementary primer to the field of project management, rather it is an advanced level treatment on the subject, to be read after the preliminary study has already been completed. The book is designed for practicing project managers, and graduate students in engineering and management, who need to understand the dynamics that are typically encountered in a project-based environment. The content in the book is based on extensive study of literature and training programs. Many of the tools have been developed on the basis of modeling and simulation methods that are specially designed by the author. These were tested at several live projects across the globe. Most of the exercises in the book are actually meant for the reader to perform as they go. The book is not designed with a ?read-all-and-come-back-later? approach, rather it focuses on ?learning by doing?, whereby the reader is expected to do the exercises before reading on. The book will prove useful in self-learning, as well as in classroom teaching and professional training programs. | |
| 650 | 7 |
_9143360 _aIngeniería industrial _2fast _0(OCoLC)fst00970992 _0 |
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| 856 | 4 | 0 |
_uhttps://go.openathens.net/redirector/universidadeuropea.es?url=http://link.springer.com/10.1007/978-981-10-0782-8 _zAcceso a este recurso digital (usuarios Universidad Europea de Madrid) |
| 988 | _aEBOOK, asignarmaterias, EBSPRINGER_2017A | ||
| 998 |
_b02/2018 _dz _e- _zSI |
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| 999 |
_c94483 _d94483 _x1 |
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