MARC Record from marc_columbia

LEADER: 06670cam a2200805Mu 4500
001 15136591
005 20220604234457.0
006 m o d
007 cr |n|---|||||
008 181208s2018 xx o 000 0 eng d
035 $a(OCoLC)on1078572308
035 $a(NNC)15136591
040 $aEBLCP$beng$epn$cEBLCP$dYDX$dUKMGB$dOCLCO$dOCLCF$dIDB$dUWO$dOCLCQ$dUKAHL$dOTZ$dOCLCQ$dK6U$dOCLCO
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020 $a9780429806254
020 $a0429806256
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020 $a9780429806230
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020 $a0429441509
020 $z1138338729
020 $z9781138338722
024 8 $a10.4324/9780429441509$2doi
035 $a(OCoLC)1078572308$z(OCoLC)1076802543$z(OCoLC)1082176231
037 $a9780429806247$bIngram Content Group
050 4 $aHD69.P75$b.H385 2019eb
082 04 $a658.404$223
049 $aZCUA
100 1 $aJonasson, Haukur Ingi.
245 10 $aProject Strategy
260 $aMilton :$bRoutledge,$c2018.
300 $a1 online resource (245 pages)
336 $atext$btxt$2rdacontent
336 $astill image$bsti$2rdacontent
337 $acomputer$bc$2rdamedia
338 $aonline resource$bcr$2rdacarrier
588 0 $aPrint version record.
505 0 $aCover; Half Title; Title Page; Copyright Page; Dedication Page; Table of Contents; List of figures; List of tables; Acknowledgements; Preface to the series; Foreword; Chapter 1 The nature and value of strategic planning; What is strategic planning?; Why undertake strategic planning?; The history of strategic planning; How is strategic planning carried out?; Skills and methodology of the strategic planning practitioner; Guidelines for strategic planning; References; Chapter 2 The strategic planning process; Overall methodology and structure; Participation and analysis; Report presentation
505 8 $aProfessionalism and best practiceConsiderations and main difficulties; References; Chapter 3 Understanding your stakeholders and sources of organisational; Is your enterprise ready?; Internal stakeholders and organisational background; The combined capital of an organisation; Organisational culture; References; Chapter 4 Understanding your organisation structure, operations, and financials; Organisational structure; Operations; Value chain; Management method analysis; Financials; Strategic planning in context; References
505 8 $aChapter 5 Understanding the business landscape: the supply chain, competitors, and regulatorsThe business landscape; External stakeholder analysis; PESTLE analysis; References; Chapter 6 Market models; The nature of competition; Competitive positioning; Market environment; Procurement by tendering; User analysis, data, and marketing; Marketing and sales; Benchmarking; References; Chapter 7 Direction finding; Overview of the process so far; Synthesising information, trend analysis; Scenario analysis; SWOT analysis; Path finding, feasibility analysis, and business case development; References
505 8 $aChapter 8 Bringing it all togetherRound up; Values; Mission Statements: creep, neglect, and erosion; Strategic thinking -- again; Future vision; Determining strategy and formulating the strategic action plan; Product presentation -- the strategic planning report and delivery; Delivery -- project management as a tool for realising future vision; References; Appendix: Working as an external strategy consultant; Strategic planning within an engineering contractor; Index
520 3 $aStrategic planning is the starting point for projects and often the primary reason for a project's success or failure. It has the potential to enable every organisation to realise its ideals and actualise its values, whether it be a small start-up business, a large international company or even an entire society. Project leaders and project-orientated organisations need to understand strategic planning to recognise their position and environment, and make rational decisions when selecting and defining their projects and programs. But, those same principles can have broader, more profound, and more ambitious applications too. Project: Strategy is a practical handbook that enables organisations of any size, and employees at all levels within them, to form strategic plans and actively contribute to them throughout a project's development. Rather than focus on superficial exercises, this book draws from knowledge outside of business and management - humanities, philosophy, psychology, technology, and engineering - to create a holistic view and a depth of understanding you would never achieve with SWOT analysis alone. Taking the reader on a pragmatic journey, it teaches self-reflexion, social responsibility and creative thinking with application to their projects and plans, but also to their working relationships and to their organisations. This book is also an ideal introductory book to progressive programs on strategic planning, with a focus on collaborative work, open strategy, and open strategic planning on a social level. It provides a wealth of learning tools and case studies to demonstrate best practice. This is the ideal guide to project planning for anyone that wants their planning decisions to be as wise as they are savvy.
650 0 $aProject management.
650 0 $aStrategic planning.
650 6 $aGestion de projet.
650 6 $aPlanification stratégique.
650 7 $aBUSINESS & ECONOMICS$xStrategic Planning.$2bisacsh
650 7 $aBUSINESS & ECONOMICS$xProduction & Operations Management.$2bisacsh
650 7 $abusiness environment.$2bisacsh
650 7 $abusiness landscape.$2bisacsh
650 7 $amarket models.$2bisacsh
650 7 $aorganisational capital.$2bisacsh
650 7 $aorganisational culture.$2bisacsh
650 7 $aorganisation structure.$2bisacsh
650 7 $aproject management.$2bisacsh
650 7 $astakeholders.$2bisacsh
650 7 $astrategic management.$2bisacsh
650 7 $astrategic planning.$2bisacsh
650 7 $aProject management.$2fast$0(OCoLC)fst01078797
650 7 $aStrategic planning.$2fast$0(OCoLC)fst01134371
655 0 $aElectronic books.
655 4 $aElectronic books.
700 1 $aIngason, Helgi Thor.
776 08 $iPrint version:$aJonasson, Haukur Ingi.$tProject Strategy.$dMilton : Routledge, ©2018$z9781138338722
856 40 $uhttp://www.columbia.edu/cgi-bin/cul/resolve?clio15136591$zTaylor & Francis eBooks
852 8 $blweb$hEBOOKS