Titlebook: Breaking the Code of Project Management; Alexander Laufer Book 2009 Palgrave Macmillan, a division of Nature America Inc. 2009 Information

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书目名称Breaking the Code of Project Management影响因子(影响力)




书目名称Breaking the Code of Project Management影响因子(影响力)学科排名




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书目名称Breaking the Code of Project Management网络公开度学科排名




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书目名称Breaking the Code of Project Management被引频次学科排名




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书目名称Breaking the Code of Project Management年度引用学科排名




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木质

The Brown Principle: Create a Results-Oriented Focus,tion guidelines, are at the heart of the Brown Principle: Create a Results-Oriented Focus. Unfortunately, these aspects have hardly been addressed by the traditional project management literature, which has largely embraced the implementation philosophy illustrated by the practices of the “European navigator.”

Fecal-Impaction

ship. Using a case study approach, the author, Alex Laufer presents a specific set of guidelines on how to improve the team approach to any project, be it a new airline jet or an IT project.978-0-230-61351-5978-0-230-61951-7

难听的声音

Moral Disagreements and Their Resolution, sets of objectives are developed, with each set being more detailed than its predecessor. The first set mainly focuses on the business and functional objectives, while each of the more detailed sets translates the previous set of objectives into technical requirements.

Trypsin

Alopecia-Areata

Epilogue Becoming a Results-Focused Leader: From Geometric Order to Living Order, theory of Results-Focused Leadership. The epilogue explains how this book can help you to become a Results-Focused Leader and what additional steps you need to take. First, however, it is important to understand why this book alone is insufficient for the development of your professional competence.

Muffle

LUDE

远地点

The Gray Principle: Update and Connect through Intensive Communication,t study of ten highly successful on-site construction project managers, who were each systematically observed on the job for one week, it was found that 76 percent of their time, on average, was dedicated to verbal communication alone (meetings, both planned and unplanned, and telephone calls).

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