00841nam0-22003011i-450-99000032221040332120001010000032221FED01000032221(Aleph)000032221FED0100003222120001010d--------km-y0itay50------baitay-------001yy<<The >>theory of adsorption and catalysis.Alfred Clark.New YorkAcademic Press1970X,418 p., ill., 23 cmPhysical Chemistry a Series of Monographs547Clark,Alfred17978ITUNINARICAUNIMARCBK99000032221040332104 129-31IRC 79/LDINCHDINCHTheory of adsorption and catalysis130388UNINAING0101047nam a2200265 i 450099100066357970753620020503194043.0990406s1988 it ita b10110872-39ule_instLE02520034ExLFac. Economiaita658.4012Robert, Michel M460782Il pensiero strategico :il processo più innovativo per elaborare le strategie d'impresa /Michel Robert ; prefazione di Cesare Romiti ; introduzione di Clemente SignoroniMilano :Edizioni del sole 24 ore,1988158 p. ;21 cmStrategia di impresaSignoroni, ClementeRomiti, Cesare.b1011087220-02-1927-06-02991000663579707536LE025 ECO 658.4 ROB02.0112025000058118le025Catalogato 2019-E0.00-l- 06560.i1012972827-06-02Pensiero strategico197564UNISALENTOle02501-01-99ma -itait 3105309nam 2200649 450 991081241530332120230803203512.01-118-90436-21-118-90589-X(CKB)3710000000167914(EBL)1727723(SSID)ssj0001262356(PQKBManifestationID)11725758(PQKBTitleCode)TC0001262356(PQKBWorkID)11211018(PQKB)10023277(OCoLC)880122378(MiAaPQ)EBC1727723(Au-PeEL)EBL1727723(CaPaEBR)ebr10891091(EXLCZ)99371000000016791420140717h20142014 uy 0engur|n|---|||||txtccrProgram management for improved business results /Russ J. Martinelli, James M. Waddell, Tim J. RahschulteSecond edition.Hoboken, New Jersey :Wiley,2014.©20141 online resource (411 p.)Includes index.1-118-62792-X 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 EngineProgram 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 FrameworkDecision Checkpoint: Program StrategyDecision Checkpoint: Program Investment; Decision Checkpoint: Execution Readiness; Decision Checkpoint: Capability Release; Decision Checkpoint: Program Closure; 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; EndnotesChapter 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 CompetenciesProcess 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 PMOThe PMO LeaderSuperior 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 thatProject managementProject managementCase studiesProject management.Project management658.4/04TEC009060bisacshMartinelli Russ J.1959-1596398Waddell James M.1946-Rahschulte TimMiAaPQMiAaPQMiAaPQBOOK9910812415303321Program management for improved business results3944764UNINA