LEADER 01326nam0-2200397li-450 001 990000268890203316 005 20180312154755.0 010 $a3-540-51202-0 035 $a0026889 035 $aUSA010026889 035 $a(ALEPH)000026889USA01 035 $a0026889 100 $a2001994101989-------y0itay0103----ba 101 0 $aeng 102 $aGW 200 1 $aTables of spectral data for structure determination of organic compounds$fErnö Pretsch ... [et al.]$gtranslated from the German by K. Biemann 205 $a2nd ed 210 $aBerlin [etc.]$cSpringer-Verlag$dcopyr. 1989 215 $aXIII, 155 p.$cill.$d23 cm 610 1 $achimica organica 610 1 $acomposti organici$aanalisi spettroscopica 676 $a547$9Chimica organica 702 1$aBiemann,$bklaus 702 1$aPretsch,$bErnö 801 $aSistema bibliotecario di Ateneo dell' Università di Salerno$gRICA 912 $a990000268890203316 951 $a547 TAB$b16074/CBS$c547$d00325043 959 $aBK 969 $aSCI 979 $c19941010 979 $c20001110$lUSA01$h1716 979 $c20020403$lUSA01$h1635 979 $aPATRY$b90$c20040406$lUSA01$h1619 979 $aRSIAV6$b90$c20090727$lUSA01$h1211 996 $aTables of spectral data for structure determination of organic compounds$9366261 997 $aUNISA LEADER 04491nam 2200589 450 001 9910135049103321 005 20231107055523.0 010 $a1-119-11923-5 010 $a1-119-11924-3 010 $a1-119-17671-9 035 $a(CKB)4330000000009102 035 $a(EBL)4653503 035 $a(Au-PeEL)EBL4653503 035 $a(CaPaEBR)ebr11251029 035 $a(CaONFJC)MIL950683 035 $a(OCoLC)957525267 035 $a(CaSebORM)9781119119210 035 $a(MiAaPQ)EBC4653503 035 $a(EXLCZ)994330000000009102 100 $a20160905h20162016 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 10$aCapital projects $ewhat every executive needs to know to avoid costly mistakes and make major investments pay off /$fPaul Barshop 210 1$aHoboken, New Jersey :$cWiley,$d2016. 210 4$d©2016 215 $a1 online resource (227 p.) 225 1 $aTHEi Wiley ebooks 300 $aIncludes index. 311 $a1-119-11921-9 327 $aCapital 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 327 $a2: 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 327 $aWhere Are We Now?Where Do We Want to Be?; Use the Frame for 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 327 $aBuilding 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 327 $aSurface 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 327 $aMore Experienced Project Teams Do Better Projects 410 0$aTHEi Wiley ebooks. 606 $aCapital investments 606 $aProject management 615 0$aCapital investments. 615 0$aProject management. 676 $a658.15/2 700 $aBarshop$b Paul H.$f1964-$0980483 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910135049103321 996 $aCapital projects$92237164 997 $aUNINA LEADER 01663nam0 22003371i 450 001 UON00418633 005 20231205104812.772 010 $a978-39-05-95115-8 100 $a20130220d2012 |0itac50 ba 101 $ager$aJPN 102 $aCH 105 $a|||| 1|||| 200 1 $aSprechendes Wasser$eein Kettengedicht$dHanasu mizu$erenshi$fJürg Halter, Tanikawa Shuntaro?$gdie Übersetzung der deutschen Texte ins Japanische besorgte Niimoto Fuminari, die Übersetzung der japanischen Texte ins Deutsche besorgte Eduard Klopfenstein$ginitiiert und in der Entstehung begleitet sowie mit einem Nachwort versehen von Okuda Osamu 210 $aZürich$cSecession für Literatur$d2012 215 $a1 v.$cill.$d21 cm. 316 $aDono di: Archives et Musée de la Littérature. 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