LEADER 01873nam 2200409 n 450 001 996384881303316 005 20200824120645.0 035 $a(CKB)4940000000068489 035 $a(EEBO)2264208675 035 $a(UnM)ocm99884099_193795e 035 $a(UnM)99884099_193795 035 $a(EXLCZ)994940000000068489 100 $a19941109d1682 uy 101 0 $aeng 135 $aurbn||||a|bb| 200 04$aThe copy of a letter from Scotland, to his Grace the Lord Archbishop of Canterbury$b[electronic resource] $esubscribed by eight archbishops and bishops of that kingdom, as follows: viz. Edenburgh, March 9. 1682. May it please your grace, 210 $aLondon: $cPrinted for S. Gardner.$d1682 215 $a1 sheet (2 p.) 300 $aTitle from caption title and opening words of text. 300 $aThe Archbishop of Canterbury = William Sancroft. The letter commends the administration of the Duke of York with respect to the Church of Scotland. 300 $aSigned at end: Alex. St. Andrews [and 6 others]. 300 $aImprint from colophon. 300 $aReproduction of original in the British Library (reels C11:2[9], F2:2) and Bodleian Library (reel C29:1[61]). 330 $aeebo-0014 606 $aChurch and state$zGreat Britain$vEarly works to 1800 606 $aDissenters, Religious$zScotland$vEarly works to 1800 607 $aGreat Britain$xHistory$y1660-1714$vEarly works to 1800 607 $aScotland$xHistory$y1660-1688$vEarly works to 1800 608 $aBroadsides$zEngland$y17th century.$2rbgenr 615 0$aChurch and state 615 0$aDissenters, Religious 701 $aSancroft$b William$f1617-1693.$0837949 801 0$bCu-RivES 906 $aBOOK 912 $a996384881303316 996 $aThe copy of a letter from Scotland, to his Grace the Lord Archbishop of Canterbury$92330008 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