Project management : The Managerial Process

Please use this identifier to cite or link to this item: 192.168.6.56/handle/123456789/40036

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DC Field	Value	Language
dc.contributor.author	ERIK W. LARSON, CLIFFORD F. GRAY	-
dc.date.accessioned	2019-02-04T10:05:35Z	-
dc.date.accessioned	2020-05-06T19:50:46Z	-
dc.date.accessioned	2020-05-10T17:52:35Z	-
dc.date.available	2019-02-04T10:05:35Z	-
dc.date.available	2020-05-06T19:50:46Z	-
dc.date.available	2020-05-10T17:52:35Z	-
dc.date.issued	2018	-
dc.identifier.isbn	978-1-259-66609-4	-
dc.identifier.uri	http://196.189.45.87:8080/handle/123456789/40036	-
dc.description	Our motivation in writing this text continues to be to provide a realistic, socio-technical view of project management. In the past, textbooks on project management focused almost exclusively on the tools and processes used to manage projects and not the human dimension. This baffled us since people not tools complete projects! While we firmly believe that mastering tools and processes is essential to successful project management, we also believe that the effectiveness of these tools and methods is shaped and determined by the prevailing culture of the organization and interpersonal dynamics of the people involved. Thus, we try to provide a holistic view that focuses on both of these dimensions and how they interact to determine the fate of projects.	en_US
dc.language.iso	en	en_US
dc.publisher	McGraw-Hill	en_US
dc.subject	operation /management	en_US
dc.title	Project management : The Managerial Process	en_US
dc.type	Book	en_US
Appears in Collections:	Public Administration & Development Management

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