MARC Record from marc_columbia

LEADER: 05762cam a2200709Ii 4500
001 15117109
005 20210607142013.0
006 m o d
007 cr |n|||||||||
008 170124s2017 flua ob 001 0 eng d
035 $a(OCoLC)ocn969909711
035 $a(NNC)15117109
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019 $a1000427151$a1004358609$a1015209594$a1029486707$a1031044110$a1058436547$a1066482651$a1067202149
020 $a9781315295251$q(electronic bk.)
020 $a1315295253$q(electronic bk.)
020 $a9781315295244$q(electronic bk.)
020 $a1315295245$q(electronic bk.)
020 $a9781498757928
020 $a1498757928
020 $a1315295237
020 $a9781315295237
020 $z9781498757911$q(hardback ;$qalk. paper)
020 $z149875791X$q(hardback ;$qalk. paper)
024 7 $a10.1201/9781315295251$2doi
035 $a(OCoLC)969909711$z(OCoLC)1000427151$z(OCoLC)1004358609$z(OCoLC)1015209594$z(OCoLC)1029486707$z(OCoLC)1031044110$z(OCoLC)1058436547$z(OCoLC)1066482651$z(OCoLC)1067202149
050 4 $aHD69.P75$bM48 2017
072 7 $aBUS$x082000$2bisacsh
072 7 $aBUS$x041000$2bisacsh
072 7 $aBUS$x042000$2bisacsh
072 7 $aBUS$x085000$2bisacsh
082 04 $a658.4/04$223
049 $aZCUA
100 1 $aMesly, Olivier,$eauthor.
245 10 $aProject feasibility :$btools for uncovering points of vulnerability /$cOlivier Mesly.
264 1 $aBoca Raton, FL :$bCRC Press,$c[2017]
300 $a1 online resource (xliii, 546 pages) :$billustrations
336 $atext$btxt$2rdacontent
337 $acomputer$bc$2rdamedia
338 $aonline resource$bcr$2rdacarrier
490 1 $aIndustrial innovation series
504 $aIncludes bibliographical references and index.
588 0 $aPrint version record.
505 0 $aCover; Half Title; Title Page; Copyright Page; Dedication; Contents; Abbreviations and acronyms; Preface; Author; Acknowledgments; Seven case studies; Notes; Expectations; General introduction; I.1 Definition of vulnerability; I.2 Definition of points of vulnerability; I.3 First law of project feasibility: Law of positive and negative forces; I.4 Three examples; I.4.1 Montréal Olympic Stadium (MOS); I.4.2 Québec Multifunctional Amphitheatre (QMA); I.4.2.1 Plan; I.4.2.2 Processes; I.4.2.3 Power; I.4.3 Mervel Farm project; I.5 Four Ps; I.6 Projects and vulnerabilities; I.7 Need and opportunity.
505 8 $aI.8 Book layoutI. 9 Conclusion to the general introduction; I.10 What we have learned about POVs: General introduction; I.11 Key managerial considerations: General introduction; Endnotes; Chapter 1 Plan-Project definition; 1.1 Introduction to Chapter 1; 1.2 Toward a definition of projects; 1.3 Completing the definition; 1.4 Documentation; 1.5 Impacts; 1.5.1 Definition of project; 1.6 Intangibles; 1.7 Classification of projects; 1.8 Value; 1.8.1 Errors and risks; 1.9 Innovation; 1.10 Conclusion to Chapter 1; 1.11 What we have learned about POVs: Chapter 1.
505 8 $a1.12 Key managerial considerations: Chapter 11.13 Case study Chapter 1: Maine East Pharmacy; 1.13.1 Questions related to Case 1: Maine East Pharmacy; Endnotes; Chapter 2 Plan-Prefeasibility study; 2.1 Introduction to Chapter 2; 2.2 A definition of prefeasibility; 2.2.1 Definition of a prefeasibility study; 2.3 Frame of definition; 2.3.1 Points of vulnerability and the definition frame; 2.4 Contextual frame of risks; 2.4.1 Points of vulnerability and the frame of risks; 2.4.2 An example: A car oil filter; 2.5 Frame of potentiality; 2.5.1 Points of vulnerability and the frame of potentiality.
505 8 $a2.6 The parametric frame2.6.1 Points of vulnerability and the parametric frame; 2.7 Frame of key success factors and key failure factors; 2.7.1 NSTP (Sydney) versus Environ (Europe) megaproject; 2.7.2 Summary of KSF and KFF; 2.7.3 Prefeasibility and the Mervel Farm project; 2.8 Conclusion to Chapter 2; 2.9 What we have learned about POVs: Chapter 2; 2.10 Key managerial considerations: Chapter 2; 2.11 Case study Chapter 2: Recycl'Art; 2.11.1 Appendix A of Case 2: Recycl'Art; 2.11.2 Questions related to Case 2: Recycl'Art.
505 8 $a2.12 Appendix 2.1: Assumed KSF or KFF based on a modest literature review2.13 Appendix 2.2: Prefeasibility study template; Endnotes; Chapter 3 Plan-Project feasibility study; 3.1 Introduction to Chapter 3; 3.2 Some characteristics of feasibility studies; 3.2.1 Definition of project feasibility study; 3.3 Triple constraints; 3.4 The PRO system; 3.5 The POW system; 3.6 PRO-POW; 3.7 Calendar; 3.7.1 Second law of project feasibility: Dependencies; 3.8 Costs; 3.9 Norms of quality; 3.10 Summative triangle; 3.11 Conclusion to Chapter 3; 3.12 What we have learned about POVs: Chapter 3.
650 0 $aProject management.
650 0 $aStrategic planning.
650 7 $aBUSINESS & ECONOMICS$xIndustrial Management.$2bisacsh
650 7 $aBUSINESS & ECONOMICS$xManagement.$2bisacsh
650 7 $aBUSINESS & ECONOMICS$xManagement Science.$2bisacsh
650 7 $aBUSINESS & ECONOMICS$xOrganizational Behavior.$2bisacsh
650 7 $aProject management.$2fast$0(OCoLC)fst01078797
650 7 $aStrategic planning.$2fast$0(OCoLC)fst01134371
655 0 $aElectronic book.
655 4 $aElectronic books.
776 08 $iPrint version:$aMesly, Olivier.$tProject feasibility$z9781498757911$w(DLC) 2016030831$w(OCoLC)953982371
830 0 $aIndustrial innovation series.
856 40 $uhttp://www.columbia.edu/cgi-bin/cul/resolve?clio15117109$zTaylor & Francis eBooks
852 8 $blweb$hEBOOKS