MARC Record from marc_columbia

LEADER: 06621cam a2200733 i 4500
001 12589666
005 20190310095011.0
006 m o d
007 cr |||||||||||
008 130227s2013 nju ob 001 0 eng
010 $a 2013008109
019 $a858057731$a862507043$a992839401
020 $a9781118658994$q(pdf)
020 $a111865899X$q(pdf)
020 $a9781118658956$q(epub)
020 $a1118658957$q(epub)
020 $a9781118658970$q(mobi)
020 $a1118658973$q(mobi)
020 $a9781118826751$q(electronic bk.)
020 $a1118826752$q(electronic bk.)
020 $a1118524667$q(cloth)
020 $a9781118524664$q(cloth)
020 $z9781118524664$q(cloth)
035 $a(OCoLC)ocn828724596
035 $a(NNC)12589666
035 $a(OCoLC)828724596$z(OCoLC)858057731$z(OCoLC)862507043$z(OCoLC)992839401
037 $a2BD9E8E7-2895-4B9E-9C51-DFDA8A8A2325$bOverDrive, Inc.$nhttp://www.overdrive.com
040 $aDLC$beng$erda$epn$cDLC$dYDX$dEBLCP$dN$T$dYDXCP$dMHW$dE7B$dTEFOD$dCUS$dCUI$dDG1$dDEBSZ$dHEBIS$dMEAUC$dTEFOD$dOCLCQ$dCOO$dCCO$dMERUC$dLOA$dCNNOR$dDG1$dK6U$dC6I$dMOR$dZ5A$dMERER$dOCLCQ$dOCLCO$dLIP$dPIFAG$dFVL$dSTF$dZCU$dOCLCQ$dNJR$dOCLCQ$dU3W$dOCLCA$dOCLCQ$dUUM$dOCLCF$dCEF$dRRP$dOCLCQ$dBRX$dOCLCQ
042 $apcc
050 00 $aHD69.P75
072 7 $aBUS$x101000$2bisacsh
072 7 $aTEC$x062000$2bisacsh
082 00 $a658.4/04$223
100 1 $aKerzner, Harold.
245 10 $aProject management metrics, KPIs, and dashboards :$ba guide to measuring and monitoring project performance /$cHarold Kerzner, Ph. D., Sr. Executive Director for Project Management, the International Institute for Learning.
250 $aSecond edition.
264 1 $aHoboken, New Jersey :$bJohn Wiley & Sons, Inc.,$c[2013]
300 $a1 online resource
336 $atext$btxt$2rdacontent
337 $acomputer$bc$2rdamedia
338 $aonline resource$bcr$2rdacarrier
504 $aIncludes bibliographical references and index.
588 0 $aPrint version record and CIP data provided by publisher.
505 0 $aProject Management Metrics, KPIs, and Dashboards: A Guide to Measuring and Monitoring Project Performance; Copyright; Contents; Preface; 1 The Changing Landscape of Project Management; Chapter Overview:; Chapter Objectives:; Keywords:; 1.0 Introduction; 1.1 Executive View of Project Management; 1.2 Complex Projects; Comparing Traditional and Nontraditional Projects; Defining Complexity; Tradeoffs; Skill Set; Governance; Decision Making; Fluid Methodologies; 1.3 Global Project Management; 1.4 Project Management Methodologies and Frameworks; Light Methodologies; Heavy Methodologies; Frameworks.
505 8 $a1.5 The Need for Effective Governance1.6 Engagement Project Management; 1.7 Customer Relations Management; 1.8 Other Developments in Project Management; 1.9 A New Look at Defining Project Success; Success Is Measured by the Triple Constraints; Customer Satisfaction Must Be Considered As Well; Other (or Secondary) Factors Must Be Considered As Well; Success Must Include a Business Component; Prioritization of Success Constraints May Be Necessary; The Definition of Success Must Include a ""Value"" Component; Multiple Components for Success; The Future.
505 8 $a1.10 The Growth of Paperless Project Management1.11 Project Management Maturity and Metrics; 1.12 Project Management Benchmarking and Metrics; Best Practice versus Proven Practice; Benchmarking Methodologies; 1.13 Conclusions; 2 The Driving Forces for Better Metrics; Chapter Overview:; Chapter Objectives:; Keywords:; 2.0 Introduction; 2.1 Stakeholder Relations Management; 2.2 Project Audits and the PMO; 2.3 Introduction to Scope Creep; Defining Scope Creep; Scope Creep Dependencies; Causes of Scope Creep; The Need for Business Knowledge; The Business Side of Scope Creep.
505 8 $a2.4 Project Health ChecksUnderstanding Project Health Checks; Who Performs the Health Check?; Life Cycle Phases; 2.5 Managing Distressed Projects; Root Causes of Failure; The Definition of Failure; Early Warning Signs of Trouble; Selecting the Recovery Project Manager (RPM); Recovery Life Cycle Phases; The Understanding Phase; The Audit Phase; The Tradeoff Phase; The Negotiation Phase; The Restart Phase; The Execution Phase; 3 Metrics; Chapter Overview:; Chapter Objectives:; Keywords:; 3.0 Introduction; 3.1 Project Management Metrics: The Early Years.
505 8 $a3.2 Project Management Metrics: Current ViewMetrics and Small Companies; 3.3 Metrics Management Myths; 3.4 Selling Executives on a Metrics Management Program; 3.5 Understanding Metrics; 3.6 Causes for Lack of Support for Metrics Management; 3.7 Using Metrics in Employee Performance Reviews; 3.8 Characteristics of a Metric; 3.9 Metric Categories and Types; 3.10 Selecting the Metrics; 3.11 Selecting a Metric/KPI Owner; 3.12 Metrics and Information Systems; 3.13 Critical Success Factors; 3.14 Metrics and the PMO; 3.15 Metrics and Project Oversight/Governance; 3.16 Metric Traps.
520 $aThe new edition of Harold Kerzner's bestselling book on measuring project management performance With today's complex projects, increased stakeholder involvement, and advances in computer technology, metrics and key performance indicators (KPIs) have become increasingly integral to informed decision-making and effective project management. Project Management Metrics, KPIs, and Dashboards, Second Edition helps functional managers gain a thorough grasp of what metrics and KPIs are and how to use them, as well as an understanding of different dashboard types, design issue.
506 $aAccess restricted to Ryerson students, faculty and staff.$5CaOTR
650 0 $aProject management.
650 0 $aProject management$xQuality control.
650 0 $aPerformance standards.
650 0 $aWork measurement.
650 7 $aBUSINESS & ECONOMICS$xProject Management.$2bisacsh
650 7 $aTECHNOLOGY & ENGINEERING$xProject Management.$2bisacsh
650 7 $aPerformance standards.$2fast$0(OCoLC)fst01057876
650 7 $aProject management.$2fast$0(OCoLC)fst01078797
650 7 $aWork measurement.$2fast$0(OCoLC)fst01180312
650 7 $aProjektmanagement$2gnd
655 4 $aElectronic books.
776 08 $iPrint version:$aKerzner, Harold.$tProject management metrics, KPIs, and dashboards.$bSecond edition.$dHoboken, New Jersey : John Wiley & Sons, Inc., [2013]$z9781118524664$w(DLC) 2013004686
856 40 $uhttp://www.columbia.edu/cgi-bin/cul/resolve?clio12589666$zACADEMIC - General Engineering & Project Administration
852 8 $blweb$hEBOOKS