LEADER 02491oam 22006135 450 001 9910786883603321 005 20200520144314.0 010 $a0-8213-9897-0 024 7 $a10.1596/978-0-8213-9896-8 035 $a(CKB)2670000000358277 035 $a(EBL)1190814 035 $a(SSID)ssj0000886048 035 $a(PQKBManifestationID)11493726 035 $a(PQKBTitleCode)TC0000886048 035 $a(PQKBWorkID)10817310 035 $a(PQKB)10441855 035 $a(MiAaPQ)EBC1190814 035 $a(DLC) 2013013045 035 $a(Au-PeEL)EBL1190814 035 $a(CaPaEBR)ebr10705958 035 $a(CaONFJC)MIL492315 035 $a(OCoLC)833631178 035 $a(The World Bank)17666659 035 $a(US-djbf)17666659 035 $a(EXLCZ)992670000000358277 100 $a20130320d2013 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 10$aFail safe management $efive rules to avoid project failure /$fJody Zall Kusek, Marelize Gorgens Prestidge, and Billy C. Hamilton 210 1$aWashington DC :$cThe World Bank,$d[2013] 215 $a1 online resource (xii, 75 pages 24 cm) 300 $aDescription based upon print version of record. 311 $a0-8213-9896-2 320 $aIncludes bibliographical references. 330 $aThe decision to look at failures for answers is a bold one. Policy makers, planners and implementers have a tendency to look through prisms of success in framing working policies, programs and results when justifying them. Despite this, we still tend to address failures indirectly by looking at risk, critical success factors, unintended outcomes or consequences, and negative impacts to name a few. As the authors say, 'while success is desirable and we plan for it, failures are inevitable and we seldom plan to mitigate them.' The authors have clearly emphasized the need to look at failures in a 410 0$aWorld Bank e-Library. 606 $aProject management 606 $aBusiness failures 615 0$aProject management. 615 0$aBusiness failures. 676 $a658.4/04 700 $aKusek$b Jody Zall$f1952-$01514862 701 $aPrestidge$b Marelize Go?rgens$01568112 701 $aHamilton$b Billy C$01568113 712 02$aWorld Bank. 801 0$bDLC 801 1$bDLC 906 $aBOOK 912 $a9910786883603321 996 $aFail safe management$93840013 997 $aUNINA