02383nam 2200589 a 450 991046262600332120200520144314.00-8213-9897-0(CKB)2670000000358277(EBL)1190814(SSID)ssj0000886048(PQKBManifestationID)11493726(PQKBTitleCode)TC0000886048(PQKBWorkID)10817310(PQKB)10441855(MiAaPQ)EBC1190814(DLC) 2013013045(Au-PeEL)EBL1190814(CaPaEBR)ebr10705958(CaONFJC)MIL492315(OCoLC)833631178(EXLCZ)99267000000035827720130320d2013 uy 0engurcn|||||||||txtccrFail safe management[electronic resource] five rules to avoid project failure /Jody Zall Kusek, Marelize Görgens Prestidge, and Billy C. HamiltonWashington, D.C. World Bank20131 online resource (104 p.)Description based upon print version of record.0-8213-9896-2 Includes bibliographical references.The decision to look at failures for answers is a bold one. Policy makers, planners and implementers have a tendency to look through prisms of success in framing working policies, programs and results when justifying them. Despite this, we still tend to address failures indirectly by looking at risk, critical success factors, unintended outcomes or consequences, and negative impacts to name a few. As the authors say, 'while success is desirable and we plan for it, failures are inevitable and we seldom plan to mitigate them.' The authors have clearly emphasized the need to look at failures in aProject managementBusiness failuresElectronic books.Project management.Business failures.658.4/04Kusek Jody Zall1952-931511Prestidge Marelize Görgens1051256Hamilton Billy C1051257World Bank.MiAaPQMiAaPQMiAaPQBOOK9910462626003321Fail safe management2481627UNINA