LEADER 00959nam0-2200313---450- 001 990008540990403321 005 20080610150722.0 010 $a978-88-15-11881-3 035 $a000854099 035 $aFED01000854099 035 $a(Aleph)000854099FED01 035 $a000854099 100 $a20070719d2007----km-y0itay50------ba 101 0 $aita 102 $aIT 105 $a--------001yy 200 1 $aMercato delle emissioni ad effetto serra$eIstituzioni ed imprese protagoniste dello sviluppo sostenibile$fElisabetta Cicigoi, Paolo Fabbri 210 $aBologna$cIl Mulino$dc2007 215 $a143 p.$d21 cm 676 $a342$v11 rid.$zIta 700 1$aCicigoi,$bElisabetta$0269266 701 1$aFabbri,$bPaolo$f<1936-2010>$034125 801 0$aIT$bUNINA$gRICA$2UNIMARC 901 $aBK 912 $a990008540990403321 952 $aVI F 1184$b7492$fDDA 959 $aDDA 996 $aMercato delle emissioni ad effetto serra$9710134 997 $aUNINA LEADER 05135nam 2200637 450 001 9910462838703321 005 20210209192911.0 010 $a1-5230-9737-X 010 $a1-56726-396-8 035 $a(CKB)2670000000361453 035 $a(EBL)1938989 035 $a(SSID)ssj0001131492 035 $a(PQKBManifestationID)12434203 035 $a(PQKBTitleCode)TC0001131492 035 $a(PQKBWorkID)11143147 035 $a(PQKB)10148925 035 $a(MiAaPQ)EBC1938989 035 $a(MiAaPQ)EBC5254151 035 $a(EXLCZ)992670000000361453 100 $a20180201h20132013 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aMaximizing project value $ea project manager's guide /$fJohn C. Goodpasture 210 1$aVienna, Virginia :$cManagement Concepts,$d2013. 210 4$dİ2013 215 $a1 online resource (113 p.) 300 $aDescription based upon print version of record. 311 $a1-322-99021-2 311 $a1-56726-393-3 320 $aIncludes bibliographical references and index. 327 $aTitle Page; Copyright; About the Author; Dedication; Table of Contents; Preface; Acknowledgments; CHAPTER 1 Understanding Project Value; Concepts in Managing Projects for Value; Concept 1: Projects Derive Their Value from Goal Achievement; Concept 2: Projects Are Investments Made by Management; Concept 3: Project Investors/Sponsors Tolerate Risk; Concept 4: The Investment Equation Becomes the Project Equation; Concept 5: Value Is a Balance of Quality, Resources, and Risk; Dimensions and Measures of Value; Quality Dimensions of Value; Consumers Value the Outcomes of Processes 327 $aMonetary Measures of ValueNet Present Value; Economic Value Add; Expected Monetary Value; Expected Value; CHAPTER 2 The Sources of Value for Projects; Strategy Is the Journey to Goals; The Need for Change Drives Goal Setting; Change As a Consequence of Opportunity; Six Steps in Strategic Planning from Opportunity to Projects; A Model for Goal Deployment and Strategic Planning; Step 1: Opportunity Identification; Step 2: Goal Development; Step 3: Strategy Development; Step 4: Concept of Operations; Step 5: Operating Programs; Step 6: Project Identification 327 $aCHAPTER 3 Balancing investment, Returns, and RiskSelecting Projects for Investment; Financial Scorecard; Goals Scorecard; Measurable Criteria for Value Decisions; Decision Policy for Selecting Projects; Decision Tools for Selecting Projects; Understanding the Project Balance Sheet: Implementing the Project Equation; The Project Balance Sheet Concept; The Left Side of the Project Balance Sheet; The Right Side of the Project Balance Sheet; Resolving Balance Sheet Issues; The Project Equation and the Project Manager's Mission; CHAPTER 4 Estimating the Future; Scoping the Future 327 $aThe Project Charter and Business CaseRequirements Translation; Planning the Delivery of Value; Choosing between Implementation Alternatives; Decision Tables for Implementation Alternatives; Triple Constraint Estimates on the Balance Sheet; Gap Analysis; Evaluating Risks on the Project Balance Sheet; Risk Evaluation; Statistical Distribution for the Project Balance Sheet; CHAPTER 5 Delivering Value; Earned Value; Accomplishing Project Tasks to Earn Value; Cost-Centric Earned Value Systems; Defining the Work to Be Accomplished; Defining Earned Value Measurements 327 $aApplying Earned Value MeasurementsA More Complex Earned Value Example; Practical Problems; Time-Centric Earned Value Systems; Defining the Work; Measurements of Value; Applying the Measurements; CHAPTER 6 Schedule Risk and Value Attainment; Managing Schedule Risk; Schedule Fundamentals; Schedule Primitives; Schedule Architecture; Attaining Value and Managing Benefits; The Benefits Manager; Sources of Benefits; Benefits Metrics; Example of Benefits Management; Key Performance Indicators; Example of KPI Management; Bibliography; Index 330 $aMaximizing project value is about optimizing the tradeoff between project value and business value, two values that are constantly in tension between the project manager and the project sponsor. In this book the author brings his wealth of experience in project management to demonstrate how to increase a project's value and ultimately contribute to the attainment of business goalsFrom exploring the nature of "value," as tangible resources and moral or ethical attributes, to how best to approach decision-making, the book offers thorough coverage of this essential aspect of project management. 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