03354nam a22004695i 4500001001800000003000900018005001700027007001500044008004100059020001800100020001900118024003500137082001600172100003600188245020800224264003800432300003400470336002600504337002600530338003600556347002400592490005900616505052900675520105001204650001502254650001902269650002702288650002302315650003402338650003802372650005102410650002702461650004302488700003302531700003702564700003302601710003402634773002002668776003602688830005902724856010102783978-0-85729-594-1DE-He21320260521092041.0cr nn 008mamaa110622s2011    xxk|    s    |||| 0|eng d  a9780857295941  a997808572959417 a10.1007/978-0-85729-594-12doi04a658.5142231 aRolstadås, Asbjørn.eauthor.10aRisk Navigation Strategies for Major Capital Projectsh[electronic resource] :bBeyond the Myth of Predictability /cby Asbjørn Rolstadås, Per Willy Hetland, George Farage Jergeas, Richard E. Westney. 1aLondon :bSpringer London,c2011.  aXIV, 182 p.bonline resource.  atextbtxt2rdacontent  acomputerbc2rdamedia  aonline resourcebcr2rdacarrier  atext filebPDF2rda1 aSpringer Series in Reliability Engineering,x1614-78390 a1. Introduction -- 2. Exposing the Myth of Predictability -- 3. Rethinking Project Risk Management -- 4. A New Approach to Project Risk Navigation -- 5. Jaywalking With George -- 6. Expanding the Project Risk Concept -- 7. The Change Process -- 8. Reshaping the Governance System -- 9. Improving the Decision Process -- 10. A New Strategic Planning Model -- 11. Redefining the Project Execution Strategy -- 12. Allocating Risk at the Contract Level -- 13. Enhancing the Effectiveness of Project Teams -- 14. Closing Remarks.  aInvestors and managers of major projects know how often they result in cost overruns and schedule delays. Risk Navigation Strategies for Major Capital Projects builds on conventional best practice to provide a risk-based view of current practices for planning and executing large international projects. As economies of scale continue to drive projects to ever-higher levels of scope and complexity, new thinking about strategy and risk is required. Since major projects are highly exposed to external risks, the traditional view of predictability as something that can be mandated and ensured by rigorous application of conventional best practice has become a myth.  Fresh thinking is required to manage projects today, and this book provides a framework for taking project management best practice to the next level. Risk Navigation Strategies for Major Capital Projects is intended for executives investing in major projects, project leaders and managers, as well as those with a teaching or research interest in project and risk management. 0aECONOMICS. 0aSYSTEM SAFETY. 0aINDUSTRIAL MANAGEMENT. 0aBUSINESS PLANNING.14aECONOMICS/MANAGEMENT SCIENCE.24aINNOVATION/TECHNOLOGY MANAGEMENT.24aQUALITY CONTROL, RELIABILITY, SAFETY AND RISK.24aORGANIZATION/PLANNING.24aMANAGEMENT/BUSINESS FOR PROFESSIONALS.1 aHetland, Per Willy.eauthor.1 aJergeas, George Farage.eauthor.1 aWestney, Richard E.eauthor.2 aSpringerLink (Online service)0 tSpringer eBooks08iPrinted edition:z9780857295934 0aSpringer Series in Reliability Engineering,x1614-783940uhttp://dx.doi.org/10.1007/978-0-85729-594-1zVer el texto completo en las instalaciones del CICY