02491oam 22006135 450 991078688360332120200520144314.00-8213-9897-010.1596/978-0-8213-9896-8(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(The World Bank)17666659(US-djbf)17666659(EXLCZ)99267000000035827720130320d2013 uy 0engurcn|||||||||rdacontentrdamediardacarrierFail safe management five rules to avoid project failure /Jody Zall Kusek, Marelize Gorgens Prestidge, and Billy C. HamiltonWashington DC :The World Bank,[2013]1 online resource (xii, 75 pages 24 cm)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 aWorld Bank e-Library.Project managementBusiness failuresProject management.Business failures.658.4/04Kusek Jody Zall1952-1514862Prestidge Marelize Görgens1568112Hamilton Billy C1568113World Bank.DLCDLCBOOK9910786883603321Fail safe management3840013UNINA