LEADER 05061nam 2200613 450 001 9910825149003321 005 20231220005405.0 010 $a1-118-84161-1 010 $a1-118-80917-3 010 $a1-118-80912-2 035 $a(CKB)2670000000523231 035 $a(EBL)1631132 035 $a(SSID)ssj0001113002 035 $a(PQKBManifestationID)11708951 035 $a(PQKBTitleCode)TC0001113002 035 $a(PQKBWorkID)11168266 035 $a(PQKB)11502645 035 $a(OCoLC)857754214 035 $a(MiAaPQ)EBC1631132 035 $a(DLC) 2013036406 035 $a(Au-PeEL)EBL1631132 035 $a(CaPaEBR)ebr10837053 035 $a(EXLCZ)992670000000523231 100 $a20140219h20142014 uy 0 101 0 $aeng 135 $aur||||||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aProject recovery $ecase studies and techniques for overcoming project failure /$fHarold Kerzner 210 1$aHoboken, New Jersey :$cWiley,$d2014. 210 4$dİ2014 215 $a1 online resource (338 p.) 300 $aIncludes index. 311 $a1-118-80919-X 320 $aIncludes bibliographical references and index. 327 $aProject Recovery: Case Studies and Techniques for Overcoming Project Failure; Copyright; Contents; Preface; Chapter 1: Understanding Success and Failure; 1.0 Introduction; 1.1 Success: Historical Perspective; 1.2 Early Modifications to Triple Constraints; 1.3 Primary and Secondary Constraints; 1.4 Prioritization of Constraints; 1.5 From Triple Constraints to Competing Constraints; 1.6 Future Definitions of Project Success; 1.7 Different Definitions of Project Success; 1.8 Understanding Project Failure; 1.9 Degrees of Project Failure; 1.10 Other Categories of Project Failure 327 $a1.11 Summary of Lessons Learned Chapter 2: Causes of Project Failure; 2.0 Introduction; 2.1 Facts About Project Failure; 2.2 Causes of Project Failure; 2.3 Schedule Failure; 2.4 Failures Due to Unknown Technology; 2.5 Project Size and Success/Failure Risk; 2.6 Failure Due to Improper Critical Failure Factors; 2.7 Failure to Establish Tracking Metrics; 2.8 Failing to Recognize Early Warning Signs; 2.9 Improper Selection of Critical Team Members; 2.10 Uncertain Rewards; 2.11 Estimating Failures; 2.12 Staffing Failures; 2.13 Planning Failures; 2.14 Risk Management Failures 327 $a2.15 Management Mistakes 2.16 Lacking Sufficient Tools; 2.17 Failure of Success; 2.18 Motivation to Fail; 2.19 Trade off Failures; 2.20 Summary of Lessons Learned; Chapter 3: Business Case Failure; 3.0 Introduction; 3.1 Changing Stakeholders; 3.2 Revalidation of Assumptions; 3.3 Managing Innovation; 3.4 Examples of Changing Business Cases; 3.5 Prologue to the Iridium Case Study; 3.6 Rise, Fall and Resurrection of Iridium; Naming the Project "Iridium"; Obtaining Executive Support; Launching the Venture; Iridium System; Terrestrial and Space-Based Network 327 $aProject Initiation: Developing Business Case"Hidden" Business Case; Risk Management; Collective Belief; Iridium's Infancy Years; Debt Financing; M-Star Project; A New CEO; Project Management at Motorola (Iridium); Satellite Launches; Initial Public Offering (IPO); Signing Up Customers; Iridium's Rapid Ascent; Iridium's Rapid Descent; Iridium "Flu"; Definition of Failure (October 1999); 3.7 Summary of Lessons Learned; Chapter 4: Sponsorship/Governance Failures; 4.0 Introduction; 4.1 Defining Project Governance; 4.2 Project Versus Corporate Governance 327 $a4.3 Roles, Responsibilities and Decision-Making Authority 4.4 Governance Frameworks; 4.5 Governance Failures; 4.6 Why Projects are Hard to Kill; 4.7 Collective Belief; 4.8 Exit Champion; 4.9 When to Give Up; 4.10 Prologue to the Denver International Airport Case Study; 4.11 Denver International Airport; Background; Airports and Airline Deregulation; Does Denver Need a New Airport?; Enplaned Passenger Market; Land Selection; Front Range Airport; Airport Design; Project Management; Baggage-Handling System; Early Risk Analysis; March 1991; April 1991; May 1991; August 1991; November 1991 327 $aDecember 1991 330 $aBest practices for picking up the pieces when projects fail There are plenty of books available offering best practices that help you keep your projects on track, but offer guidance on what to do when the worst has already happened. Some studies show that more than half of all large-scale project fail either fail completely, or at least miss targeted budget and scheduling goals. These failures cost organizations time, money, and labor. Project Recovery offers wise guidance and real-world best practices for saving failed projects and recovering as much value as possible 606 $aProject management 615 0$aProject management. 676 $a658.4/04 700 $aKerzner$b Harold$0248153 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910825149003321 996 $aProject recovery$93964209 997 $aUNINA