000			02977cam a22004218i 4500
001			22017041
003			OSt
005			20250408122519.0
008			210428s2022 nju 001 0 eng c
010			_a 2021019875
020			_a9781119803836 _q(paperback)
020			_z9781119803812 _q(epub)
020			_z9781119803928 _q(adobe pdf)
020			_z9781119803935 _q(evalc)
040			_aWaSeSS/DLC _beng _erda _cAmiu _dDLC
042			_apcc
050	0	0	_aHD69.P75 _bM47 2022
082	0	0	_a658.4/04 _223
100	1		_aMeredith, Jack R., _eauthor.
245	1	0	_aProject management : _ba strategic managerial approach / _cJack R. Meredith, Scott M. Shafer.
250			_aEleventh edition.
263			_a2108
264		1	_aHoboken, NJ : _bWiley, _cc 2021
300			_apages cm
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
500			_aIncludes index.
520			_a"Growth and new developments in project management continue to accelerate in our society, in practice, and in our research publications. Beyond the attention previously (and still) paid to project management, program management, project portfolios, project maturity, project management offices (PMOs), Agile, and other such project issues, we are now seeing attention also directed to billion-dollar "mega-projects", inter-organizational project management, project governance, strategic projects, benefit realization, the duties of the project sponsor, the meaning of executive commitment, and other such issues. Projects are getting much more sophisticated and complex, involving multiple organizations and billions of dollars. And even though our knowledge of how to successfully execute standard projects has resulted in much better success rates in practice, the rates of success for less traditional projects, such as strategic and multi-organizational projects, are still poor. Part of the reason for this is just now becoming clear-- that "projects", as we've known them, are only the middle portion of a set of activities involving the recognition of a need, the selection of a project to meet it, designing a governance structure for the project, executing the project, and the tasks needed to ensureing the benefits of the project are realized. These ancillary activities are now also being heavily focused on and we hope to thereby see better success rates for our these strategic and more complex projects."-- _cProvided by publisher.
583			_aCataloging Notes: _c20250408 _kSTAMIU-0199STAMIU-0199
650		0	_aProject management.
700	1		_aShafer, Scott M., _eauthor.
776	0	8	_iOnline version: _aMeredith, Jack R. _tProject management _bEleventh edition. _dHoboken, NJ : Wiley, [2022] _z9781119803812 _w(DLC) 2021019876
856			_uhttps://buku.app/details/107851 _zAccess online at BUKU
906			_a7 _brip _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2lcc _cEBK _n0
999			_c21256 _d21256