LEADER 01002cam0-22003371i-450- 001 990001506040403321 005 20030610160350.0 010 $a88-8184-243-2 035 $a000150604 035 $aFED01000150604 035 $a(Aleph)000150604FED01 035 $a000150604 100 $a20030610d2002----km-y0itay50------ba 101 0 $aita 102 $aIT 105 $aa---a---001yy 200 1 $aRischio idraulico e idrogeologico$eprocedure di pianificazione, verifica, controllo e gestione delle emergenze$fAlberto Mariano Caivano 210 $aRoma$cEPC libri$d[2002] 215 $a228 p.$d24 cm$e1 CD-ROM 225 1 $aEdilizia 610 0 $aDifesa del suolo 610 0 $aAlluvioni$aPrevenzione 676 $a627.4$v19 700 1$aCaivano,$bAlberto Mariano$0352616 801 0$aIT$bUNINA$gRICA$2UNIMARC 901 $aBK 912 $a990001506040403321 952 $a13 D 12 21$b13109$fFINBC 959 $aFINBC 996 $aRischio idraulico e idrogeologico$9376854 997 $aUNINA LEADER 05261nam 2200649Ia 450 001 9910830548403321 005 20230721023128.0 010 $a0-470-56412-1 010 $a1-119-19846-1 010 $a1-282-31956-6 010 $a9786612319563 010 $a0-470-56410-5 035 $a(CKB)1000000000807138 035 $a(EBL)565075 035 $a(OCoLC)500808673 035 $a(SSID)ssj0000310474 035 $a(PQKBManifestationID)12095059 035 $a(PQKBTitleCode)TC0000310474 035 $a(PQKBWorkID)10288641 035 $a(PQKB)10797829 035 $a(MiAaPQ)EBC565075 035 $a(EXLCZ)991000000000807138 100 $a20090617d2009 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aStrategic project portfolio management$b[electronic resource] $eenabling a productive organization /$fSimon Moore 210 $aHoboken, NJ $cWiley$d2009 215 $a1 online resource (195 p.) 225 1 $aMicrosoft executive leadership series ;$v16 300 $aIncludes index. 311 $a0-470-48195-1 327 $aStrategic Project Portfolio Management: Enabling a Productive Organization; Contents; Microsoft Executive Leadership Series: Series Foreword; Preface; Acknowledgments; Introduction; Chapter 1: Obtaining the Best Ideas; THE COST OF WASTED IDEAS; PROJECTS AND INNOVATION; WHY A LONG LIST OF PROPOSALS IS NECESSARY; THE RISK OF INFORMAL PROCESSES; LOWERING THE BAR FOR IDEA SUBMISSION; USING SIMPLE IDEA CAPTURE; THE VALUE OF RANGE-BASED ESTIMATION; GENERATING EXCITEMENT; MAKING PROCESSES TRANSPARENT; MAKING PROCESSES SIMPLE; USING SUPERIOR ESTIMATION; GOING BEYOND THE EMPLOYEE 327 $aMANAGING PROJECTS ACROSS THE SUPPLY CHAINWHERE ARE YOUR IDEAS COMING FROM?; KEY QUESTIONS; SUGGESTED READINGS; Chapter 2: Selecting Impactful Projects; ALIGNING PROJECTS AND STRATEGY; CREATING PORTFOLIO ALIGNMENT; GOING BEYOND STRATEGIC ALIGNMENT; APPLYING PORTFOLIO THEORY TO PORTFOLIO SELECTION; THE VALUE OF PRIVATE INFORMATION COLLECTION; THE RISK OF COMMITMENT ESCALATION; THE DANGER OF SLOW DECISION MAKING; AVOIDING COGNITIVE DISSONANCE; STRIVING FOR NIMBLE DECISION MAKING; KEY QUESTIONS; SUGGESTED READINGS; Chapter 3: The Importance of Planning; KNOWING WHAT YOU ALREADY HAVE 327 $aDETERMINING HOW MANY RESOURCES YOU HAVETHE VALUE OF PLANNING; THE TRIPLE CONSTRAINT: TIME, SCOPE, COST; THE IMPORTANCE OF BOTTOM-UP PLANNING; AVOIDING PROJECT DELAYS; KEY QUESTIONS; SUGGESTED READINGS; Chapter 4: Improving Cost Performance; THE BENEFITS OF PORTFOLIO MANAGEMENT; UNDERSTANDING MARGINAL RETURNS; ALLOCATING RESOURCES PREDICTABLY; IMPROVING FINANCIAL FORECASTING; USING EARNED VALUE; USING INNOVATIVE IDEAS TO MAKE BETTER USE OF RESOURCES; ACCESSING SUPERIOR RISK ANALYSIS; KEY QUESTIONS; SUGGESTED READINGS; Chapter 5: Ten Things to Do; KNOW WHAT YOU HAVE; BUILD MOMENTUM 327 $aDEFINE BUSINESS GOALSCAPTURE IDEAS; BE TRANSPARENT; PRIORITIZE; USE EFFICIENT DECISION MAKING; ESTABLISH COMMUNICATION FRAMEWORKS; CONDUCT POSTMORTEMS; IMPROVE CONTINUALLY; KEY QUESTIONS; Chapter 6: Best Practices; KEYS TO PORTFOLIO SUCCESS: WHAT ARE YOU MONITORING?; BUILDING LEGITIMACY THROUGH EFFECTIVE MONITORING; CAPTURING WHAT YOU NEED; CREATING AN EFFECTIVE DASHBOARD; SHARING INFORMATION; SETTING REVIEW MEETINGS; THE TRANSPARENT ORGANIZATION; FROM MONITORING TO ACTION; UNDERSTANDING ORGANIZATIONAL COMPETENCIES; MAXIMIZING INTEGRATION, MINIMIZING TRAINING 327 $aEMPLOYING BEST PRACTICES BY ORGANIZATIONAL TYPEKEY QUESTIONS; SUGGESTED READINGS; Chapter 7: Ten Things to Avoid; MOVING TOO FAST; ALLOWING HEAVY PROCESSES; RELYING ON THE BIG BANG; NOT TYING REPORTS TO ACTION; NOT KILLING PROJECTS; FAILING TO CALIBRATE ESTIMATES; MISSING SCOPE CHANGES; COMPARTMENTALIZING INFORMATION; PROVIDING INADEQUATE RESOURCES; PLANNING INSUFFICIENTLY; KEY QUESTIONS; Chapter 8: Communications; THE IMPORTANCE OF EFFICIENT COMMUNICATION; PRESENCE: REACHING PEOPLE FASTER; STORING INFORMATION; COLLABORATING BEYOND DOCUMENTS; CREATING INSTITUTIONAL MEMORY 327 $aCUSTOMIZING THE WORKSPACE 330 $a Lead change through strategic alignment of project and process performance Practical and filled with expert advice, Strategic Project Portfolio Management: Enabling a Productive Organization presents a clear framework for your organization to complete impactful strategic projects. Providing executive-level guidance to build a powerful and efficient process from initial adoption to portfolio alignment, this essential resource contains case studies from small to global multinational organizations, arming you with the insights to ensure your strategic projects are given the resour 410 0$aMicrosoft executive leadership series ;$v16. 606 $aPortfolio management 606 $aStrategic planning 615 0$aPortfolio management. 615 0$aStrategic planning. 676 $a658.4/012 676 $a658.404 686 $aQP 360$2rvk 700 $aMoore$b Simon$f1978-$01634594 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910830548403321 996 $aStrategic project portfolio management$93974898 997 $aUNINA