LEADER 01281nam--2200397---450- 001 990002151420203316 005 20090504132223.0 010 $a88-8012-334-3 035 $a000215142 035 $aUSA01000215142 035 $a(ALEPH)000215142USA01 035 $a000215142 100 $a20041108d20052006km-y0itay50------ba 101 0 $aita 102 $aIT 105 $af|||z|||001yy 200 1 $aDall'argento al pixel$estoria della tecnica del cinema$fCarlo Montanaro 210 $aRecco$cLe mani$d2005 (stampa 2006) 215 $a158 p., [8] c. di tav.$cill.$d21 cm 606 0 $aCinematografia$xStoria$2BNCF 676 $a778.5309 700 1$aMONTANARO,$bCarlo$f<1946- >$0568335 801 0$aIT$bsalbc$gISBD 912 $a990002151420203316 951 $aXIII.2. 2160$b1511 L.G.$cXIII.2.$d00203535 951 $aXIII.2. 2160a$b1512 L.G.$cXIII.2.$d00203536 951 $aXIII.2. 2160b$b1513 L.G.$cXIII.2.$d00203537 959 $aBK 969 $aUMA 979 $aMARIA$b10$c20041108$lUSA01$h1651 979 $aJOHNNY$b90$c20041118$lUSA01$h1133 979 $aJOHNNY$b90$c20041118$lUSA01$h1135 979 $aANNAMARIA$b90$c20090305$lUSA01$h1226 979 $aANNAMARIA$b90$c20090504$lUSA01$h1322 996 $aDall'argento al pixel$91039191 997 $aUNISA LEADER 04492nam 2200589 450 001 9910826269503321 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,$d2016. 210 4$dİ2016 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-$01620016 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910826269503321 996 $aCapital projects$93952561 997 $aUNINA