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Record Nr. |
UNINA9910557114803321 |
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Autore |
Stegmann Evi |
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Titolo |
Actinomycetes : The Antibiotics Producers |
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Pubbl/distr/stampa |
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Basel, Switzerland, : MDPI - Multidisciplinary Digital Publishing Institute, 2020 |
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Descrizione fisica |
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1 electronic resource (362 p.) |
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Soggetti |
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Research & information: general |
Biology, life sciences |
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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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Sommario/riassunto |
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Beyond being the most important natural compound source, actinomycetes are the origin of up to two-thirds of all clinically used antibiotics. Currently, new antimicrobials are urgently needed, as infections caused by antibiotic-resistant pathogens are on the rise. In the identification of new antibiotics, many scientists are currently investigating biosynthetic aspects of antibiotic production in actinomycetes. Since the emergence of next-generation sequencing technologies, the field of antibiotics research has experienced a remarkable revival. These bacteria have the potential to produce more antibiotics than previously thought possible. Some antibiotics are produced in standard media, while others require the presence of a specific signaling molecule in the medium. Others, however, are only produced when the native regulation of the biosynthesis gene cluster is overruled. This book covers topics in the field of antibiotic-producing actinomycetes. The following tops are addressed: - Approaches to access novel antibiotic producers for novel natural compounds - Omics and genome mining approaches for the discovery of novel natural compounds - Analyses and genetic engineering of antibiotic biosynthesis - Regulation of the secondary metabolism in actinomycetes |
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2. |
Record Nr. |
UNINA9910826269503321 |
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Autore |
Barshop Paul H. <1964-> |
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Titolo |
Capital projects : what every executive needs to know to avoid costly mistakes and make major investments pay off / / Paul Barshop |
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Pubbl/distr/stampa |
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Hoboken, New Jersey : , : Wiley, , 2016 |
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©2016 |
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ISBN |
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1-119-11923-5 |
1-119-11924-3 |
1-119-17671-9 |
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Descrizione fisica |
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1 online resource (227 p.) |
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Collana |
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Disciplina |
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Soggetti |
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Capital investments |
Project 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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Nota di contenuto |
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Capital Projects: What Every Executive Needs to Know to Avoid Costly Mistakes and Make Major Investments Pay Off; Contents; Acknowledgments; 1: Falling Short of Expectations: How Executives Struggle to Deliver the Value from Their Capital Projects; Background and Basis for the Book; Capital Projects Create Value; Most Projects Create Less Value Than Expected; Results Apply to All Types of Projects; Sources of Value Erosion Are Not Limited to Cost and Schedule Overruns; How to Deliver the Value Promised; Causes of Value Erosion Often Start Early |
2: Why the Stage-Gate Process Is the Best Tool Executives Can Use to Get the Most Value from Their Capital ProjectsA Necessary Process; How Does the Process Work?; Assess: What Do We Want to Accomplish?; Select and Define: How Should We Accomplish It?; What Is the Role of Executives in the Process?; Different Kinds of Executives; Project Governance Structures; Stage-Gates and Executive Control; 3: The Project Frame: Understand the Opportunity before Starting a Project; Typical Contents of a Project Frame; Unlock Value by Finding a Better Option; How to Develop a Project Frame |
Where Are We Now?Where Do We Want to Be?; Use the Frame for |
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Executive Alignment and Endorsement; Develop the Target Condition; How Do We Get There?; 4: The Critical Project Sponsor Role; Who Is the Project Sponsor?; Overview of Project Sponsor Role; Assign a Project Sponsor as the Initial Business Case Is Developed; Requirements for a Strong Project Sponsor; Make the Project Sponsor Own the Business Case; Establish the Mandate for the Project Sponsor; Hold Project Sponsors Accountable at the Stage-Gates; Focus on the Project Sponsor Behaviors That Produce Robust Business Cases |
Building a Strong Project Sponsor and Project Manager RelationshipChoosing the Right Project Sponsor; Seniority and Credibility; Knowledge of the Business and Its Operations; Interpersonal and Critical Thinking Skills; Understanding of Basic Project Management Concepts; Continuity; 5: The Single Most Important Thing an Executive Can Do to Make Any Capital Project Succeed: Define Clear Objectives; Business Objectives versus Project Objectives; Developing Clear Objectives; Developing Comprehensive Objectives; Confirm Alignment of Objectives with Business and Corporate Strategy |
Surface Strategic Objectives EarlyCommunicating the Objectives; Communicate the Uncertainty in the Business Case to Get Better Project Objectives; Explain the Objectives Face-to-Face; Executives Have to Show Up and Participate; Prioritizing the Objectives; 6: The Executive's Role in Building and Supporting High-Performing Project Teams; Executive Leaders Lead; Invest in a Strong Owner Project Team; Why You Need a Functionally Integrated Team; Help the Project Manager Get the Resources for a Functionally Integrated Team; Do Not Outsource the Owner Team Role |
More Experienced Project Teams Do Better Projects |
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