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1. |
Record Nr. |
UNINA9910249451903321 |
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Autore |
Liverani, Paolo <1959- > |
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Titolo |
Le necropoli vaticane : la città dei morti di Roma / Paolo Liverani, Giandomenico Spinola ; con un contributo di Pietro Zander ; introduzione di Francesco Buranelli |
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Pubbl/distr/stampa |
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Milano, : Jaca Book |
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Città del Vaticano, : Musei Vaticani, : Libreria editrice vaticana, 2010 |
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ISBN |
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88-16-60434-4 |
978-88-16-60434-6 |
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Descrizione fisica |
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Collana |
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Monumenta Vaticana selecta |
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Altri autori (Persone) |
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Disciplina |
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Locazione |
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Collocazione |
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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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2. |
Record Nr. |
UNINA9910132175703321 |
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Autore |
Martinelli Russ J. <1959-> |
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Titolo |
Program management for improved business results / / Russ J. Martinelli, James M. Waddell, Tim J. Rahschulte |
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Pubbl/distr/stampa |
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Hoboken, New Jersey : , : Wiley, , 2014 |
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©2014 |
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ISBN |
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1-118-90436-2 |
1-118-90589-X |
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Edizione |
[Second edition.] |
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Descrizione fisica |
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1 online resource (411 p.) |
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Classificazione |
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Disciplina |
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Soggetti |
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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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Nota di contenuto |
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Cover; Title Page; Copyright; Contents; Preface; Acknowledgments; Part I It's About the Business; Chapter 1 Program Management; Definitions and Context; Program Management Characteristics; The Program Management Continuum; The Relationship Among Portfolio, Program, and Project Management; Differentiating Program and Portfolio Management; Is Program Management a new Concept?; Endnotes; Chapter 2 Realizing Business Benefits; Realizing Business Value; Delivering Business Results; Endnotes; Chapter 3 Aligning Programs with Business Strategy; The Integrated Management System; The Business Engine |
Program Management as Part of the Business EngineThe Execution Engine; Program Management as Part of the Execution Engine; Aligning Execution with Strategy; Endnotes; Part II Delivering the Whole Solution; Chapter 4 The Whole Solution; Complexity Rising; Systems Thinking; The Whole Solution Concept; The Program Architecture; Endnotes; Chapter 5 The Integrated Program Team; Structuring an Integrated Program team; Staffing the Integrated Program team; Critical Factors for IPT Success; Impacts of Geographical Distribution; Endnotes; Chapter 6 Managing the Program; A Business Decision Framework |
Decision Checkpoint: Program StrategyDecision Checkpoint: Program Investment; Decision Checkpoint: Execution Readiness; Decision Checkpoint: Capability Release; Decision Checkpoint: Program Closure; |
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Endnotes; Part III Program Practices, Metrics, and Tools; Chapter 7 Program Management Practices; Benefits Management; Stakeholder Management; Risk Management; Financial Management; Change Management; Program-Level Governance; Endnotes; Chapter 8 Program Metrics; Making Sense of Metrics; A Systems Approach to Metrics; Measuring Business Benefit; Choosing Metrics that Matter; Endnotes |
Chapter 9 Program Management ToolsThe Benefits map; Program-Level work Breakdown Structure; The Program map; Program Complexity Assessment; The P-I Matrix; The Program Strike Zone; Indicators and Dashboards; Using the Right tool for the Job; Endnotes; Part IV The Program Manager; Chapter 10 Program Manager Roles and Responsibilities; The Business Manager; The Master Integrator; Leading the Program team; Endnotes; Chapter 11 Program Manager Competencies; The Program Management Competency Model; Customer and Market Competencies; Business and Financial Competencies |
Process and Project Management CompetenciesLeadership Competencies; Aligning Skills to Organizational Need; Professional Development; Organizational Enablers; Endnotes; Part V Organizational Considerations; Chapter 12 Transitioning to Program Management; Understanding Change; Executing the Program Management Transition; Overcoming Challenges; Transitioning to a Program Management Office (PMO); The Continuous Improvement Journey; Endnotes; Chapter 13 The Program Management Office; Characterizing and Defining the PMO; PMO Options; Adding Value to the Enterprise; Key Responsibilities of the PMO |
The PMO Leader |
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Sommario/riassunto |
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Superior program management begins with superior information and strategy Program Management for Improved Business Results, Second Edition is a practical guide to real-world program management, written to align with the rigorous PMI PgMP certification standards. The book explains the benchmarks and best practices that help shape a superior program manager, and provides case studies that illustrate the real-world application of management concepts. Written by a team composed of both industry professionals and academics, the book strikes a balance between theory and practice that |
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