| 000 | 05866cam a2200553Ki 4500 | ||
|---|---|---|---|
| 001 | 9780429203633 | ||
| 003 | FlBoTFG | ||
| 005 | 20220724194237.0 | ||
| 006 | m o d | ||
| 007 | cr cnu|||unuuu | ||
| 008 | 190516s2019 xx o 000 0 eng d | ||
| 040 |
_aOCoLC-P _beng _erda _epn _cOCoLC-P |
||
| 020 |
_a9780429203633 _q(electronic bk.) |
||
| 020 |
_a0429203632 _q(electronic bk.) |
||
| 020 |
_a9780429518911 _q(electronic bk. : Mobipocket) |
||
| 020 |
_a0429518919 _q(electronic bk. : Mobipocket) |
||
| 020 | _z9781472480279 | ||
| 020 |
_a9780429512056 _q(electronic bk. : PDF) |
||
| 020 |
_a0429512058 _q(electronic bk. : PDF) |
||
| 020 |
_a9780429515484 _q(electronic bk. : EPUB) |
||
| 020 |
_a0429515480 _q(electronic bk. : EPUB) |
||
| 020 | _z9780367196325 | ||
| 020 | _z0367196328 | ||
| 035 |
_a(OCoLC)1101422731 _z(OCoLC)1101798755 |
||
| 035 | _a(OCoLC-P)1101422731 | ||
| 050 | 4 | _aHD30.2 | |
| 072 | 7 |
_aBUS _x000000 _2bisacsh |
|
| 072 | 7 |
_aKJMP _2bicssc |
|
| 082 | 0 | 4 |
_a658.4/038 _223 |
| 100 | 1 |
_aPayne, Judy, _eauthor. |
|
| 245 | 1 | 0 |
_aManaging knowledge in project environments / _cJudy Payne, Eileen Roden, Steve Simister. |
| 264 | 1 |
_a[Place of publication not identified] : _bRoutledge, _c2019. |
|
| 300 | _a1 online resource (xvi, 154 pages). | ||
| 336 |
_atext _btxt _2rdacontent |
||
| 337 |
_acomputer _bc _2rdamedia |
||
| 338 |
_aonline resource _bcr _2rdacarrier |
||
| 490 | 0 | _aFundamentals of project management | |
| 505 | 0 | _aList of Figures, List of Tables, About the Authors, Foreword, Authors' Preface, CHAPTER 1, Managing Knowledge in Project Environments - an Introduction, Knowledge and Knowledge Management, KM in Project Environments, Project Environments, Aim of Managing Knowledge in Project Environments, Intended Readership, The Thinking Behind Managing Knowledge in Project Environments, How Managing Knowledge in Project Environments is Organised, Summary, References, CHAPTER 2, Understanding KM Principles, Knowledge Management Principles, Principle #1: Be Clear about What You Want to Achieve with KM, Principle #2: Develop Working Definitions of Knowledge and KM, Principle #3: Be Clear about the Difference between KM and IM, Principle #4: Create Different Working Environments for Different Kinds of Knowledge Work, Principle #5: Focus on the Big KM Picture rather than the Detailed Tools and Techniques, Principle #6: Experiment, Use Feedback and Adapt, Principle #7: Beware of Elephant Traps, References, CHAPTER 3, Understanding the Context for KM in Project Environments, Introduction, KM Scope, How the Clusters and Context Factors Work Together, Strategic KM Purpose, Project Delivery Method, The Better Business Cases Approach, Knowledge Perspective, KM Objectives and Outcomes, Strategic Knowledge Needs, Culture, The Physical and Virtual Working Environments, Governance and Assurance, Knowledge Boundaries, KM Practices, KM Roles and Responsibilities, KM Structures, Alignment, Alignment, Alignment, Everything Depends on Everything Else, References, CHAPTER 4, Understanding KM in aProjects, Programmes and Portfolios, Introduction, How do I Demonstrate the Benefits of KM? A Short Walk through a Single Project, Building KM into a Single Project, Portfolio-Wide KM, CHAPTER 5, Building KM into a Single Project, Introduction, Overview of KM Through the Project Lifecycle, Getting Started, Stage 1: Developing the Strategic Outline Case, Stage 2: Developing the Outline Business Case, Stage 3: Developing the Full Business Case, Stage 4: Execution, KM in an Existing Project, Stage 5: Handover and Closure and Stage 6: Benefits Realisation, Summary of Steps, References, CHAPTER 6, Building KM into a Portfolio, Overview, Who Can Build KM into a Portfolio? Why Introduce Portfolio-wide KM? The Business Case for Portfolio-wide KM, Approaches to Introducing Portfolio-Wide KM, What KM Services Should the PMO Offer? References, CHAPTER 7, KM and You, Judgement, Practice and Reflection, Learning and Reflective Practice, Personal KM, Over to You, Reference, Index | |
| 520 | _aManaging Knowledge in Project Environments illustrates how knowledge management (KM) contributes to successful project work. KM is widely practised in project environments, but managers don't always recognise the knowledge aspects of their work and tend to treat KM as a series of specific activities rather than a way of making project work produce better outcomes in different contexts. To overcome this challenge, the authors present KM as an integral part of project work and explain it using principles: KM fundamentals that apply anywhere. A series of context factors provides readers with a framework for understanding and thinking about what KM means for their context: their goals, their projects, their organisations and their working environments. Hidden KM is exposed, myths are debunked and practical guidance explains how to build KM into projects and portfolios. The approach is consistent with current guidance including the BSISO management systems standard for KM and the seventh edition of APM's 'Body of knowledge'. The aim is to help project professionals, sponsors, PMO members and others who can make a difference manage knowledge more effectively in project environments. Managing Knowledge in Project Environments offers everyone involved in project work a definitive short guide to the subject. | ||
| 588 | _aOCLC-licensed vendor bibliographic record. | ||
| 650 | 0 | _aKnowledge management. | |
| 650 | 0 | _aProject management. | |
| 650 | 7 |
_aBUSINESS & ECONOMICS / General _2bisacsh |
|
| 700 | 1 |
_aRoden, Eileen, _eauthor. |
|
| 700 | 1 |
_aSimister, Stephen J., _eauthor. |
|
| 856 | 4 | 0 |
_3Read Online _uhttps://www.taylorfrancis.com/books/9780429203633 |
| 856 | 4 | 2 |
_3OCLC metadata license agreement _uhttp://www.oclc.org/content/dam/oclc/forms/terms/vbrl-201703.pdf |
| 942 |
_2lcc _cEBK |
||
| 999 |
_c15383 _d15383 |
||