Bøker av James Lewis

Gold discovered that was taken from an 1880s train robbery in Montana may be the catalyst of three "double murders" in the west. Five years later, three bodies were discovered in each of two different lakes located in the same area. An FBI agent and a sheriff's deputy believe the murders are related.

The go-to guide for getting projects done on time and on budget-revised and updated with a sophisticated image program and contemporary examplesFor more than 30 years, Project Planning, Scheduling and Control has been the benchmark guide for project managers seeking to increase their skills or pass the PMP exam. Providing an applications-oriented understanding of all the issues you'll face throughout your career, this new edition offers more strategies for dealing effectively with team members, clients, senior managers, and other key stakeholders-a critically important skill for project success.Written by one of today's leading experts on the topic-James P. Lewis-Project Planning, Scheduling and Control details the role of the project manager and includes the Lewis model for achieving high-performance project management using the whole-brain model of thinking. Updates include:Seven brand new chapters on popular methods and technologies for project managementThirteen fully revised chaptersThe technologies of project management, including the digital project officeThe imperative of leadership as a project management strategySelection, evaluation, and control of projectsDealing with diverse stakeholders, such as investors, board members, and international clientsProject management for managing the entire enterpriseThe daily practice of leading project teamsAdditional resources for instructors and readers available at the Lewis Institute websiteLewis reinforces the Project Management Institute's recommended success strategies, from planning, implementation, and scheduling to communication, risk management, execution, and control stages.The new edition of this classic guide is a must-have for project management practitioner.

This book has been considered by academicians and scholars of great significance and value to literature. This forms a part of the knowledge base for future generations. So that the book is never forgotten we have represented this book in a print format as the same form as it was originally first published. Hence any marks or annotations seen are left intentionally to preserve its true nature.

Proven Principles for Building Successful Teams in Any Workplace"Working Together reveals for the first time how visionary project manager Alan Mulally was able to mold Boeing's many disparate elements into a well-oiled team--one that delivered the revolutionary Boeing 777 both on time and on budget. Built upon Mulally's twelve guiding principles of project management, it provides managers with clear, easy-to-understand guidance for spearheading virtually any type of project, in any organization.Written by bestselling project management author James P. Lewis, "Working Together takes into account both the human and technical sides of business as it tells organizational leaders how to develop: A clear, uncompromising mission, supported by nonconflicting performance goals Active, ongoing practices for transforming the culture of an organization Reward systems based on cooperation, not competition The ability to successfully manage a project is one of today's most valuable and sought-after skills. "Working Together outlines how any executive can plan, execute, and sustain remarkable project success, achieving desired results while virtually eliminating destructive intrateam conflict.The Boeing 777 development program is one of the past half-century's most stirring, successful examples of organizational teamwork, and Alan Mulally one of the most celebrated and accomplished project managers. Based on the principles followed by Boeing and Mulally in the 777 project, "Working Together provides hands-on details for successfully managing projects, teams, and organizations, and the techniques and strategies that executives and managers can implement to consistently achieve projectexcellence."Working together," Boeing's guiding philosophy, is more than just a program-of-the-month, or a catchy slogan. It represents an integrated set of twelve principles that a company can use to conduct itself, both internally with its employees as well as externally in relation to its customers, suppliers, and community. Each chapter in "Working Together works as both a self-contained lesson in leadership and a crucial piece in the development of organizational success, describing: Clear Performance Goals--How to develop goals that go beyond purely financial measures to encompass value drivers including customer and employee satisfaction, innovation, and quality One Plan--Methods to construct a coordinated, integrated master plan that is effectively communicated by management--with individual functional plans developed to coordinate with it The Value of Data--In-depth examination of the possibilities trapped inside data, and how solutions in a project are generally arrived at through facts rather than feelings In today's technologically complex, logistically challenging global environment, lone wolves generally do not survive long. "Working Together outlines a unique, proven system for inspiring teamwork among factions and building a unified whole from distinct and self-contained pieces. For managers of all enterprises from ten employee enterprises to 10,000, the answers it provides are direct, refreshing, and proven effective in some of today's most grueling, competitive project environments.

Gives a blueprint for becoming a successful project leader. This book goes beyond theory to examine the real-world relationship between task, leader, and follower. It outlines the steps managers can take to gain the trust of their team members. It features a chapter-by-chapter program for developing the skills of a leader.

Most employees tasked with managing projects receive little or no project management training. This title intends to close this gap in employee education and gives them confidence and tools to keep a project on track, on budget, and on time.

A soup-to-nuts guide to developing superior project-manager skills and competencies--from two of the most respected authorities in the field.

This book addresses the long-overdue imbalance in disaster management: an over-emphasis on post-disaster assistance and a lack of attention to vulnerability reduction. It answers the fundamental question in this debate: how can we mould pre-disaster development initiatives to become the most appropriate means for vulnerability reduction.