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  • 1
    ISBN: 0471393428
    Language: English
    Pages: XX, 1203 S. , Ill., graph. Darst.
    Edition: 7. ed.
    Angaben zur Quelle: 1
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  • 2
    Language: Undetermined
    RVK:
    Keywords: Projektmanagement ; Projektmanagement
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  • 3
    ISBN: 0471395544
    Language: English
    Pages: 381 S. , graph. Darst.
    Edition: 7. ed.
    Angaben zur Quelle: 2
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  • 4
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : Wiley | Boston, MA : Safari
    Language: English
    Pages: 1 online resource (576 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: Actionable tools, processes and metrics for successfully managing innovation projects Conventional project management methods are oftentimes insufficient for managing innovation projects. Innovation is lost under the pre-determined scope and forecasted environments of traditional project management. There is tremendous pressure on organizations to innovate, and the project managers responsible for managing these innovation projects do not have the training or tools to do their jobs effectively. Innovation Project Management provides the tools, insights, and metrics needed to successfully manage innovation projects-helping readers identify problems in their organization, conceive elegant solutions, and, when necessary, promote changes to their organizational culture. There are several kinds of innovation-ranging from incremental changes to existing products to wholly original processes that emerge from market-disrupting new technology-that possess different characteristics and often require different tools. Best-selling author and project management expert Harold Kerzner integrates innovation, project management, and strategic planning to offer students and practicing professionals the essential tools and processes to analyze innovation from all sides. Innovation Project Management deconstructs traditional project management methods and explains why and how innovation projects should be managed differently. This invaluable resource: Provides practical advice and actionable tools for effectively managing innovation projects Offers value-based project management metrics and guidance on how to establish a metrics management program Shares exclusive insights from project managers at world-class organizations such as Airbus, Boeing, Hitachi, IBM, and Siemens on how they manage innovation projects Explores a variety of types of innovation including co-creation, value-driven, agile, open versus closed, and more Instructors have access to PowerPoint lecture slides by chapter through the book's companion website Innovation Project Management: Methods, Case Studies, and Tools for Managing Innovation Projects is an essential text for professional project managers, corporate managers, innovation team members, as well as students in project management, innovation and entrepreneurship programs.
    Note: Online resource; Title from title page (viewed September 4, 2019)
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  • 5
    Online Resource
    Online Resource
    Hoboken, New Jersey : John Wiley & Sons Inc.
    ISBN: 9781119931270 , 1119931274 , 9781119931263 , 1119931266 , 9781119931256 , 1119931258 , 9781119931249
    Language: English
    Pages: 1 online resource
    Edition: Second edition.
    Parallel Title: Erscheint auch als
    DDC: 658.4/063
    Keywords: Technological innovations Management ; Project management ; Innovations ; Gestion ; Gestion de projet ; BUSINESS & ECONOMICS / Project Management ; Project management ; Technological innovations ; Management
    Abstract: "PREFACE All companies desire growth. But without some innovations, the opportunities may be limited. And even if the firm does have a few successful innovations, failure can still occur if the company focuses on past successes without developing a culture for continuous and sustainable innovations. Today's industry leaders can become tomorrow's failures without constantly challenging results. If continuous and sustainable innovation is to occur, then innovation leadership and project management must be married together and with a clear understanding of each other's roles. Innovation defines what we would like to do, and project management determines if it can be done. The marriage also may require that both parties learn new skills and create a corporate culture that supports idea management practices. As discussed in several of the chapters in the book, companies are developing organizational units dedicated to innovation activities and idea management. Understanding each other's roles is the first step in making a company more innovative. This requires that the project managers and other innovation personnel understand what they do not do now but must do for long-term successful innovation. This also includes understanding the interfacing with marketing personnel and customers. The book is broken down as follows: Chapter 1: Discusses why innovation and project management are often not discussed together and some of the links that are needed to bridge innovation, project management and business strategy. Chapter 2: Discusses the different types of innovation. This is essential because each type of innovation may require a different form of project management. Chapter 3: Discusses how business strategy may determine the type of innovation required and links together project management with the different types of innovation. Chapter 4: Discusses the tools that traditional project managers need to learn in order to manage innovation projects. Many of these tools are not discussed in traditional project management programs. Chapter 5: Discusses why some of the processes used in traditional project management activities may not work within innovation projects without some degree of modification. Chapter 6: Discusses the growth in innovation management software that project managers are now using in the front end of projects for idea management, alternative analyses and decision making. Chapter 7: Discusses the new metrics that project managers and innovation personnel are using for the monitoring and controlling of innovation projects. Chapter 8: Discusses innovations related to business models rather than products and services. Chapter 9: Discussed how disruptive innovation requirements may need a completely new form of project management and the need to interface closely with the consumer marketplace. Chapter 10: Discusses the roadblocks affecting the working relationship between project management and innovation. Chapter 11: Discusses how some projects, including innovation activities, have degrees of success and failure rather than complete success and failure as defined by the triple constraints. Chapter 12: Discusses the innovation culture that several companies have developed as well as the functional units they created to support innovation creation. Chapter 13: Case studies that discuss issues with innovation"--
    Note: Includes bibliographical references and index. - Description based on print version record and CIP data provided by publisher; resource not viewed
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  • 6
    Language: English
    Pages: 1 online resource (xxiv, 1094 p.) , ill.
    Edition: 10th ed.
    Parallel Title: Erscheint auch als
    Keywords: Project management ; Project management ; Case studies ; Electronic books ; local
    Abstract: The landmark project management reference, now in a new edition Now in a Tenth Edition, this industry-leading project management "bible" aligns its streamlined approach to the latest release of the Project Management Institute's Project Management Body of Knowledge (PMI's PMBOK® Guide), the new mandatory source of training for the Project Management Professional (PMP®) Certificat-ion Exam. This outstanding edition gives students and professionals a profound understanding of project management with insights from one of the best-known and respected authorities on the subject. From the intricate framework of organizational behavior and structure that can determine project success to the planning, scheduling, and controlling processes vital to effective project management, the new edition thoroughly covers every key component of the subject. This Tenth Edition features: New sections on scope changes, exiting a project, collective belief, and managing virtual teams More than twenty-five case studies, including a new case on the Iridium Project covering all aspects of project management 400 discussion questions More than 125 multiple-choice questions
    Note: Description based on print version record. - Includes bibliographical references and indexes
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  • 7
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : Wiley | Boston, MA : Safari
    Language: English
    Pages: 1 online resource (320 pages)
    Edition: 3rd edition
    Keywords: Electronic books ; local
    Abstract: The industry validated Project Management Maturity Model developed by Dr. Harold Kerzner—updated and expanded Using the Project Management Maturity Model offers assessment tools for organizations of all sizes to evaluate their progress in effectively integrating project management along the maturity curve. This Third Edition includes maturity metrics, examples of Project Management Maturity Model (PMMM) reports, a new chapter on the characteristics of effective PMMM, assessment questions that align with the PMBOK ® Guide—Sixth Edition , all-new illustrations that define advanced levels of maturity, assessment tools for organizations using traditional PM methods, and detailed guidance for organizations using Agile and Scrum. Using the Project Management Maturity Model: Strategic Planning for Project Management, Third Edition is broken down into three major parts. The first part discusses the principles of strategic planning and how it relates to project management, the definition of project management maturity, and the need for customization. The second part details the Project Management Maturity Model (PMMM), which provides organizations with general guidance on how to perform strategic planning for project management. The third part of the book looks at some relatively new concepts in project management such as how assessments can be made to measure the firm’s growth using PM 2.0 and PM 3.0. Features customizable maturity model assessment tools for organizations of all sizes Includes assessment questions updated to line up with PMBOK® Guide—6th Edition Offers detailed guidance on applying the maturity model for Agile and Scrum Includes PowerPoint decks to aid in teaching the maturity model Using the Project Management Maturity Model: Strategic Planning for Project Management, Third Edition is an ideal book for senior level and middle level corporate managers, project and team managers, engineers, project team members, and business consultants. It also benefits both business and engineering students in courses on advanced project management.
    Note: Online resource; Title from title page (viewed March 19, 2019)
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