| 000 | 03708cam a2200529 i 4500 | ||
|---|---|---|---|
| 999 |
_c200454439 _d72651 |
||
| 001 | 200454439 | ||
| 003 | TR-AnTOB | ||
| 005 | 20230926094929.0 | ||
| 006 | m o d | ||
| 007 | cr cnu---unuuu | ||
| 008 | 230831t20232023njua ob 001 0 eng | ||
| 020 |
_a9781119851592 _q(e-book) |
||
| 020 |
_a1119851599 _q(e-book) |
||
| 020 |
_a9781119851578 _q(e-book) |
||
| 020 |
_a1119851572 _q(e-book) |
||
| 020 |
_a9781119851561 _q(e-book) |
||
| 020 |
_a1119851564 _q(e-book) |
||
| 020 |
_z9781119851554 _qpaperback |
||
| 035 |
_a(OCoLC)1294399998 _z(OCoLC)1294397347 |
||
| 035 | _a(TR-AnTOB)200454439 | ||
| 040 |
_aDLC _beng _erda _cDLC _dOCLCO _dOCLCF _dYDX _dTR-AnTOB |
||
| 041 | 0 | _aeng | |
| 050 | 0 | 4 |
_aHD69.P75 _bK4796 2023 |
| 090 |
_aHD69.P75 _bK4796 2023EBK |
||
| 100 | 1 |
_aKerzner, Harold _eauthor _93700 |
|
| 245 | 1 | 0 |
_aProject management metrics, KPIs, and dashboards : _ba guide to measuring and monitoring project performance / _cHarold Kerzner, Ph.D., Sr. Executive Director for Project Management The International Institute for Learning. |
| 250 | _aFourth edition. | ||
| 264 | 1 |
_aHoboken, New Jersey : _bJohn Wiley & Sons, _c[2023] |
|
| 264 | 4 | _c©2023 | |
| 300 |
_a1 online resource (xiii, 434 pages) : _billustrations (chiefly color) |
||
| 336 |
_atext _btxt _2rdacontent |
||
| 337 |
_acomputer _bc _2rdamedia |
||
| 338 |
_aonline resource _bcr _2rdacarrier |
||
| 500 | _aRevised edition of the author's Project management metrics, KPIs, and dashboards, [2017] | ||
| 504 | _aBIBINDX | ||
| 520 |
_a"For more than 50 years, project management has been in use but perhaps not on a worldwide basis. What differentiated companies in the early years was whether they used project management or not, not how well they used it. Today, almost every company uses project management, and the differentiation is whether they are simply good at project management or whether they truly excel at project management. The difference between using project management and being good at it is relatively small, and most companies can become good at project management in a relatively short time, especially if they have executive-level support. A well-organized project management office (PMO) can also accelerate the maturation process. The difference, however, between being good and excelling at project management is quite large. One of the critical differences is that excellence in project management on a continuous basis requires more metrics than just time and cost. The success of a project cannot be determined just from the time and cost metrics, yet many companies persist in the belief that this is possible. The growth of project management applications to nontraditional projects such as those involving strategic issues, innovation, and long-term business investment opportunities have forced companies to rethink how project management can be better utilized. Companies have come to the realization that they must excel at project management rather than just being good at it. This requires the use of flexible"-- _cProvided by publisher |
||
| 650 | 0 |
_aProject management _91842 |
|
| 650 | 0 |
_aProject management _xQuality control _9143562 |
|
| 650 | 0 |
_aPerformance standards _981403 |
|
| 650 | 0 |
_aWork measurement _932346 |
|
| 655 | 0 |
_aElectronic books _92032 |
|
| 776 | 0 | 8 |
_iPrint version: _aKerzner, Harold _tProject management metrics, KPIs, and dashboards _bFourth edition. _dHoboken, New Jersey : John Wiley & Sons, [2022] _z9781119851554 _w(DLC) 2021062269 |
| 856 | 4 | 0 |
_3Wiley Online Library _zOnline access link to the resource _uhttps://onlinelibrary.wiley.com/doi/book/10.1002/9781119851592 |
| 942 |
_2lcc _cEBK |
||