Project Management 2.0 : Leveraging Tools, Distributed Collaboration, and Metrics for Project Success (Record no. 580)
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| 000 -LEADER | |
|---|---|
| fixed length control field | 08367nam a2200229Ia 4500 |
| 001 - CONTROL NUMBER | |
| control field | 0002213 |
| 003 - CONTROL NUMBER IDENTIFIER | |
| control field | OSt |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20190326091831.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 170602s9999 xx 000 0 und d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| International Standard Book Number | 9788126555161 |
| 028 ## - PUBLISHER NUMBER | |
| Qualifying information | 2016 |
| Source | Allied Informatics, Jaipur |
| 040 ## - CATALOGING SOURCE | |
| Language of cataloging | English |
| Original cataloging agency | BSDU |
| Transcribing agency | BSDU |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER | |
| Classification number | 658.404 |
| Item number | KER |
| 100 ## - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Kerzner, Harold |
| 245 #0 - TITLE STATEMENT | |
| Title | Project Management 2.0 : Leveraging Tools, Distributed Collaboration, and Metrics for Project Success |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Name of publisher, distributor, etc. | Wiley India Pvt. Ltd. India |
| Place of publication, distribution, etc. | New Delhi |
| Date of publication, distribution, etc. | 2015,c2015 |
| 300 ## - PHYSICAL DESCRIPTION | |
| Extent | 316 |
| 500 ## - GENERAL NOTE | |
| General note | Project Management 2.0 tackles the new emerging approach and toolset for practicing project management in a virtual world. Author Harold Kerzner is recognized as the thought leader in project management, and in this book, he shows how PM 2.0 offers better outcomes with a focus on new tools, better governance, improved collaboration and more meaningful reporting using KPIs, metrics and dashboards. This full color guide explores the impact PM 2.0 changes are having on organizations around the world and provides a detailed comparison with PM 1.0 to help practitioners adopt new techniques and tools to use within their existing project management approach. |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE | |
| Bibliography, etc. note | Contents<br/>Preface<br/><br/>Acknowledgment<br/><br/>Foreword<br/><br/>Why this story makes sense<br/><br/>Through the looking glass at a chaotic future<br/><br/>Is it half empty or half full or just plain Complicated?<br/><br/>So what does all this mean to you?<br/><br/> <br/><br/>Chapter 1 Project management 2.0<br/><br/>1.0 Introduction: changing times <br/><br/>1.1 Characteristics of pm 1.0 <br/><br/>1.2 Other critical issues with pm 1.0 <br/><br/>1.3 Project management 2.0 <br/><br/>1.4 Criticism of pm 2.0<br/><br/>1.5 Project management 2.0 : technological blessing or curse?<br/><br/>1.6 Policing pm 2.0<br/><br/>1.7 Working with stakeholders in pm 2.0<br/><br/>1.8 Finding the information<br/><br/>1.9 Percent complete dilemma<br/><br/>1.10 Information overload<br/><br/>1.11 Customer satisfaction headache<br/><br/>1.12 Determining project health<br/><br/>1.13 Dashboard rules for displaying data<br/><br/>1.14 Reduction in cost of paperwork<br/><br/>1.15 Reduction in executive meddling<br/><br/>1.16 Project management skills<br/><br/>1.17 Contingency planning<br/><br/> <br/><br/>Chapter 2 A peek into the future of Project management<br/><br/>2.0 Changing times<br/><br/>2.1 Impact of recessions<br/><br/>2.2 Executive view of project management<br/><br/>2.3 Engagement project management<br/><br/>2.4 Growth of more complex projects<br/><br/>2.5 Need for additional metrics<br/><br/>2.6 New developments in project management<br/><br/>2.7 Project manager's tool box<br/><br/>2.8 Need for continuous improvement<br/><br/>2.9 Conclusions<br/><br/> <br/><br/>Chapter 3 Understanding success and failure<br/><br/>3.0 Introduction<br/><br/>3.1 Project management--early years: 1945--1960<br/><br/>3.2 Project management begins to grow: 1970--1985<br/><br/>3.3 Growth in competing constraints<br/><br/>3.4 Rule of inversion<br/><br/>3.5 Growth in measurement techniques<br/><br/>3.6 Trade-offs<br/><br/>3.7 Putting together components of success<br/><br/>3.8 New definition of success<br/><br/>3.9 Understanding project failure<br/><br/>3.10 Causes of project failure<br/><br/> <br/><br/>Chapter 4 Value-driven Project management<br/><br/>4.0 Introduction<br/><br/>4.1 Understanding today's view of value<br/><br/>4.2 Value modeling<br/><br/>4.3 Value and leadership changes for pm 2.0<br/><br/>4.4 Value-based trade-offs<br/><br/>4.5 Need for value metrics<br/><br/>4.6 Creating a value metric<br/><br/>4.7 Displaying value metrics in a dashboard<br/><br/>4.8 Selecting value attributes<br/><br/>4.9 Additional complexities with value metrics<br/><br/> <br/><br/>Chapter 5 Growing importance of metrics with pm 2.0<br/><br/>5.0 Introduction<br/><br/>5.1 Enterprise resource planning<br/><br/>5.2 Need for better project metrics<br/><br/>5.3 Causes for lack of support for metrics Management<br/><br/>5.4 Characteristics of a metric<br/><br/>5.5 Metrics selection<br/><br/>5.6 Key performance indicators<br/><br/>5.7 Dashboards and scorecards<br/><br/>5.8 Business intelligence<br/><br/>5.9 Growth in dashboard information systems<br/><br/>5.10 Selecting an infographics designer<br/><br/>5.11 Project health check metrics<br/><br/>5.12 Maintaining project's direction<br/><br/>5.13 Metrics and virtual teams<br/><br/>5.14 Metric mania<br/><br/>5.15 Metric training sessions<br/><br/>5.16 Metric owners<br/><br/>5.17 Answering metric questions<br/><br/> <br/><br/>Chapter 6 Project management Methodologies: 1.0 versus 2.0<br/><br/>6.0 Introduction<br/><br/>6.1 pm 2.0 definition of project management Excellence<br/><br/>6.2 Need for a methodology<br/><br/>6.3 Need for an enterprise wide methodology<br/><br/>6.4 Benefits of a standardized methodology<br/><br/>6.5 Critical components<br/><br/>6.6 From methodologies to framework<br/><br/>6.7 Life-cycle phases<br/><br/>6.8 Drivers for pm 2.0 client-centered Flexibility<br/><br/>6.9 Understanding moving targets<br/><br/>6.10 Need for client-specific metrics<br/><br/>6.11 Business case development<br/><br/>6.12 Validating assumptions<br/><br/>6.13 Design freezes<br/><br/>6.14 Customer approvals<br/><br/>6.15 Agile project management methodology<br/><br/>6.16 Implementing methodology<br/><br/>6.17 Implementation blunders<br/><br/>6.18 Overcoming development and implementation Barriers<br/><br/>6.19 Using crisis dashboards with Methodologies<br/><br/>6.20 Shutting down the project<br/><br/> <br/><br/>Chapter 7 Project governance<br/><br/>7.0 Introduction<br/><br/>7.1 Need for governance<br/><br/>7.2 Defining project governance<br/><br/>7.3 Project versus corporate governance<br/><br/>7.4 Roles, responsibilities and decision-making Authority<br/><br/>7.5 Governance frameworks<br/><br/>7.6 Three pillars of project governance<br/><br/>7.7 Misinterpretation of information<br/><br/>7.8 Filtering the information<br/><br/>7.9 Understanding politics in project<br/><br/>7.10 Managing global stakeholder relations<br/><br/>7.11 Failure of project governance<br/><br/>7.12 Saving distressed projects<br/><br/> <br/><br/>Chapter 8 Role of project manager in Strategic planning and Portfolio management<br/><br/>8.0 Introduction<br/><br/>8.1 Why strategic plans often fail<br/><br/>8.2 Project management: executive Perspective<br/><br/>8.3 Strategic planning: project management Perspective<br/><br/>8.4 Generic strategic planning<br/><br/>8.5 Benefits of project management<br/><br/>8.6 Dispelling myths<br/><br/>8.7 Ways that project management helps strategic Planning<br/><br/>8.8 Transformational project management Leadership<br/><br/>8.9 Project manager's role in portfolio Management<br/><br/>8.10 Value management and benefits realization<br/><br/>8.11 Benefits realization metrics<br/><br/>8.12 Portfolio management governance<br/><br/> <br/><br/>Chapter 9 R&D project management<br/><br/>9.0 Introduction<br/><br/>9.1 Role of R&D in strategic planning<br/><br/>9.2 Product portfolio analysis<br/><br/>9.3 Marketing involvement with R&D project<br/><br/>9.4 Product life cycles<br/><br/>9.5 R&D project planning according to market Share<br/><br/>9.6 Classification of R&D projects<br/><br/>9.7 Research versus development<br/><br/>9.8 R&D ratio<br/><br/>9.9 Offensive-versus-defensive R&D<br/><br/>9.10 Modeling R&D planning function<br/><br/>9.11 Priority setting<br/><br/>9.12 Contract R&D<br/><br/>9.13 Nondisclosure agreements, secrecy Agreements and Confidentiality Agreements<br/><br/>9.14 Government influence<br/><br/>9.15 Sources of ideas<br/><br/>9.16 Economic evaluation of projects<br/><br/>9.17 R&D project readjustments<br/><br/>9.18 Project termination<br/><br/>9.19 Tracking R&D performance<br/><br/> <br/><br/>Chapter 10 Problem solving and Decision making<br/><br/>10.0 Introduction<br/><br/>10.1 Understanding concepts<br/><br/>10.2 Project environment: its impact on problem Solving and decision making<br/><br/>10.3 Conceptual problem-solving and Decision-making process<br/><br/>10.4 Identifying and understanding a problem<br/><br/>10.5 Gathering problem-related data<br/><br/>10.6 Analyzing data<br/><br/>10.7 Developing alternative solutions<br/><br/>10.8 Problem-solving tools and techniques<br/><br/>10.9 Creativity and innovation<br/><br/>10.10 Decision making: selecting best solution<br/><br/>10.11 Decision making: tools and methods<br/><br/>10.12 Evaluating decision and taking corrective Action<br/><br/> <br/><br/>Chapter 11 Need for project Management<br/><br/>11.0 Background to project management maturity Models<br/><br/>11.1 Some benefits of using a maturity model<br/><br/>11.2 Determining amount of maturity needed<br/><br/>11.3 Getting started<br/><br/>11.4 Things can go wrong<br/><br/>11.5 Choosing right maturity model<br/><br/>11.6 Estimating time to reach maturity<br/><br/>11.7 Strategic planning for project management Maturity<br/><br/>11.8 Project management maturity model<br/><br/>11.9 pm 2.0 input into pmmm<br/><br/> <br/><br/>Chapter 12 Using the pmo to spearhead Pm 2.0<br/><br/>12.0 Introduction<br/><br/>12.1 Traditional project office<br/><br/>12.2 Traditional pmo<br/><br/>12.3 Implementation risks<br/><br/>12.4 Specialized pmo<br/><br/>12.5 Strategic pmo<br/><br/>12.6 Networking pmos<br/><br/>12.7 Trust of project governance<br/><br/>12.8 Ways a pmo can fail<br/><br/> <br/><br/>Discussion questions<br/><br/>Index |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name entry element | Management |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Source of classification or shelving scheme | Dewey Decimal Classification |
| Koha item type | Books |
| Withdrawn status | Lost status | Source of classification or shelving scheme | Damaged status | Not for loan | Collection code | Home library | Current library | Date acquired | Cost, normal purchase price | Total Checkouts | Full call number | Barcode | Date last seen | Cost, replacement price | Price effective from | Koha item type |
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| Dewey Decimal Classification | Not For Loan | Reference | BSDU Knowledge Resource Center, Jaipur | BSDU Knowledge Resource Center, Jaipur | 12/12/2016 | 799.00 | 658.404 KER | 002213 | 02/12/2020 | 799.00 | 06/02/2017 | Books |