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1. |
Record Nr. |
UNISA996392614903316 |
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Titolo |
A vvhip for a drunkard, and a curbe for prophanesse [[electronic resource]] : Being an abstract of all the several statutes in force against Sabbath-breaking, swearing, drunkenesse, and unlawfull gaming; wherein is set forth the severall offences, penalties, and corporall punishments due to the severall offenders, useufll for all persons in these times of reformation |
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Pubbl/distr/stampa |
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London, : Printed by Robert White, and are to be sold at his house on Adling Hill, 1646 |
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Descrizione fisica |
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Soggetti |
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Sunday |
Swearing - England |
Drunkenness (Criminal law) - England |
Gambling - Law and legislation - England |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Postscript dated: April. 24. 1646 and signed: Tho. Adams Mayor. |
Annotation on Thomason copy: "May 5th". |
Reproduction of the original in the British Library. |
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Sommario/riassunto |
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2. |
Record Nr. |
UNINA9910162718503321 |
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Autore |
Graham Nick |
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Titolo |
Project management essentials for dummies / / by Nick Graham and Stan Portny |
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Pubbl/distr/stampa |
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Chichester, England : , : John Wiley & Sons, Ltd., , 2015 |
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©2015 |
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ISBN |
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1-119-08871-2 |
1-119-08872-0 |
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Edizione |
[2nd ed.] |
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Descrizione fisica |
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1 online resource (323 p.) |
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Collana |
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Disciplina |
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Soggetti |
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Project management |
Management |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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"A Wiley brand." |
Includes index. |
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Nota di contenuto |
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Title Page; Copyright Page; Table of Contents; Introduction; About This Book; Conventions Used in This Book; What You're Not to Read; Foolish Assumptions; Icons Used in This Book; Beyond The Book; Where to Go from Here; Part I Understanding Projects and What You Want to Achieve; Chapter 1 Success in Project Management; Taking on a Project; Avoiding the Pitfalls; Deciding whether It's a Project; Grasping the four control areas; Recognising project diversity; Understanding the four stages; The Project Manager's Role; Looking at the Project Manager's tasks; Avoiding shortcuts |
Chapter 2 Thinking Through the Life of Your ProjectBeing Methodical; Breaking the Project into Stages; Seeing the advantages of stages; Deciding on the number of delivery stages; Understanding the Main Stages; Starting the project; Organising and preparing; Carrying out the work - delivery stages; Closing the project; Chapter 3 Defining the Scope and Producing a Business Case; Defining the Scope; Managing expectations; Challenging the scope; Grasping the extent of scope; Being clear; Prioritising; Producing a Business Case; Getting to grips with the basics; Updating the Business Case |
Justifying the projectUnderstanding the justification; Understanding |
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benefits; Writing the Business Case; Going Back to the Scope; Getting to Grips with Techniques; Calculating return on investment; Understanding cost-benefit analysis; Chapter 4 Knowing the Stakeholders; Managing Stakeholders; Identifying stakeholders; Analysing the stakeholders; Understanding the positions; Deciding action; Working with stakeholders; Planning the work; Handling Opposition; Solving the problems; Focusing on the common areas; Realising that you're a threat; Overriding the opposition; Part II Building the Plans |
Chapter 5 Planning with Deliverables FirstSeeing the Logic; Thinking 'product' first; Understanding the problems of an activity focus; Knowing What a Product Is - and Isn't; Finding Good Product Names; Using a Business Project Example; Identifying the products; Developing a sequence; Defining the products; Using a Structured Product List; Unleashing WFD Power; Using the WFD for risk; Using the WFD for control; Using the WFD to show stages; Using the WFD for progress reporting; Getting a picture of the project; Chapter 6 Planning the Activities; Moving to Activities; Having multiple tasks |
Listing the activities or tasksDrawing Up an Activity Network; Building a Network; Using the Work Flow Diagram; Putting in the time durations; Calculating the length of the project; Understanding Float; Identifying the Critical Path; Watching the critical path; Finding a split critical path; Being Precise with Dependencies; Knowing the dependency types; Staying in touch with reality; Thinking more about sequences; Working with the Network; Working to meet end dates; Backing into the schedule; Going for Gantt; Estimating Activity Durations; Getting the best information; Giving a health warning |
Chapter 7 Looking at Resources |
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