مرحبا بكم في الفهرس الإلكتروني على الخط المباشر لمكتبة كلية العلوم الاقتصادية و التجارية و علوم التسيير بجامعة فرحات عباس سطيف1 الجزائر

Detecting Regime Change in Computational Finance / Jun Chen 

Public ISBD Titre : Detecting Regime Change in Computational Finance : Data Science, Machine Learning and Algorithmic Trading Type de document : texte imprimé Auteurs : Jun Chen, Auteur ; edward p k Tsang, Auteur Editeur : CRC press Année de publication : 2021 Importance : 138P Format : 24cm ISBN/ISSN/EAN : 978-0-367-54095-1 Prix : 14 154.00 Langues : Anglais Tags : literature survey, regime change ,algorithimic Résumé : Based on interdisciplinary research into "Directional Change", a new data-driven approach to financial data analysis, Detecting Regime Change in Computational Finance: Data Science, Machine Learning and Algorithmic Trading applies machine learning to financial market monitoring and algorithmic trading. Directional Change is a new way of summarising price changes in the market. Instead of sampling prices at fixed intervals (such as daily closing in time series), it samples prices when the market changes direction ("zigzags"). By sampling data in a different way, this book lays out concepts which enable the extraction of information that other market participants may not be able to see. The book includes a Foreword by Richard Olsen and explores the following topics: Data science: as an alternative to time series, price movements in a market can be summarised as directional changes Machine learning for regime change detection: historical regime changes in a market can be discovered by a Hidden Markov Model Regime characterisation: normal and abnormal regimes in historical data can be characterised using indicators defined under Directional Change Market Monitoring: by using historical characteristics of normal and abnormal regimes, one can monitor the market to detect whether the market regime has changed Algorithmic trading: regime tracking information can help us to design trading algorithms It will be of great interest to researchers in computational finance, machine learning and data science. About the Authors Jun Chen received his PhD in computational finance from the Centre for Computational Finance and Economic Agents, University of Essex in 2019. Edward P K Tsang is an Emeritus Professor at the University of Essex, where he co-founded the Centre for Computational Finance and Economic Agents in 2002. Read less Detecting Regime Change in Computational Finance : Data Science, Machine Learning and Algorithmic Trading [texte imprimé] / Jun Chen, Auteur ; edward p k Tsang, Auteur . - new york : CRC press, 2021 . - 138P ; 24cm. ISBN : 978-0-367-54095-1 : 14 154.00 Langues : Anglais Tags : literature survey, regime change ,algorithimic Résumé : Based on interdisciplinary research into "Directional Change", a new data-driven approach to financial data analysis, Detecting Regime Change in Computational Finance: Data Science, Machine Learning and Algorithmic Trading applies machine learning to financial market monitoring and algorithmic trading. Directional Change is a new way of summarising price changes in the market. Instead of sampling prices at fixed intervals (such as daily closing in time series), it samples prices when the market changes direction ("zigzags"). By sampling data in a different way, this book lays out concepts which enable the extraction of information that other market participants may not be able to see. The book includes a Foreword by Richard Olsen and explores the following topics: Data science: as an alternative to time series, price movements in a market can be summarised as directional changes Machine learning for regime change detection: historical regime changes in a market can be discovered by a Hidden Markov Model Regime characterisation: normal and abnormal regimes in historical data can be characterised using indicators defined under Directional Change Market Monitoring: by using historical characteristics of normal and abnormal regimes, one can monitor the market to detect whether the market regime has changed Algorithmic trading: regime tracking information can help us to design trading algorithms It will be of great interest to researchers in computational finance, machine learning and data science. About the Authors Jun Chen received his PhD in computational finance from the Centre for Computational Finance and Economic Agents, University of Essex in 2019. Edward P K Tsang is an Emeritus Professor at the University of Essex, where he co-founded the Centre for Computational Finance and Economic Agents in 2002. Read less

Réservation

Réserver ce document

Exemplaires

Cote	Support	Localisation	Section	Disponibilité
A/6624	Livre	مكتبة الكلية	المقتنيات الجديدة لكتب اللغة الفرنسية و الانجليزية 2023	Disponible
A/6624	Livre	مكتبة الكلية	المقتنيات الجديدة لكتب اللغة الفرنسية و الانجليزية 2023	Exclu du prêt

Enterprise Architecture for Digital Business / Tushar K. Hazra 

Public ISBD Titre : Enterprise Architecture for Digital Business : Integrated Transformation Strategies Type de document : texte imprimé Auteurs : Tushar K. Hazra, Auteur ; Unhelkar, Bhuvan, Auteur Editeur : CRC press Année de publication : 2022 Importance : 282p Format : 24cm ISBN/ISSN/EAN : 978-0-367-55718-8 Prix : 13 525,00 Langues : Français Tags : DIGITAL BUSINESS, ENTREPRISE ARCHITECTURE,THE TRANSFORMATION IMPÉRATIVE,STRATEGIC PLANNING, DIGITAL BUSINESS , Digital Enterprise Architecture,DEA for Internal Organization Résumé : Enterprise Architecture (EA) is an essential part of the fabric of a business; however, EA also transcends and transforms technology and moves it into the business space. Therefore, EA needs to be discussed in an integrated, holistic, and comprehensive manner. Only such an integrated approach to EA can provide the foundation for a transformation that readies the business for the myriad enterprise-wide challenges it will face. Highly disruptive technologies such as Big Data, Machine Learning, and Mobile and Cloud Computing require a fine balance between their business and technical aspects as an organization moves forward with its digital transformation. This book focuses on preparing all organizations – large and small – and those wishing to move into them for the impact of leveraging these emerging, disruptive, and innovative technologies within the EA framework. Note de contenu : Part A – Digital Business - Setting the Context (What and Why of DEA or Digital Enterprise Architecture) CHAPTER 1: DIGITAL BUSINESS, ENTERPRISE ARCHITECTURE AND THE TRANSFORMATION IMPERATIVE Whatis Digital Business? Digitization Landscape and Opportunities Contemporary digital technologies and their impact of Digital Transformation Evolution of Architectures in Organizations Digital Transformation Imperative Challenges and Risks in Digital Transformation Architecture and Business Organizations Big Data and Artificial Intelligence Data Friction Enterprise Architecture (EA) in Digital Transformation EA as a Transformational Framework Internet of Things (IoT), Internet of Everything (IoE) and Digital Business Enterprise Architecture and Business Architecture CHAPTER 2: ENTERPRISE ARCHITECTURE & SERVICES ORIENTATION IN DIGITAL TRANSFORMATION Enterprise Architecture (EA) as a Transformational Framework Enterprise Architecture in Digital Transformation Enterprise architecture elements and digital transformation Capturing the technology baseline. Exploring the constraints and risks upfront. Influencing the business objectives. Automating the broken or disparate business processes. Embracing emerging technologies. Capitalizing on the operating model of the business. TOGAF and Zachmann EA Frameworks Enterprise Architecture’s Technology Stack Layers of the Enterprise Technology Stack Layer 1: Communications (Networks and Infrastructure) Layer 2: Data Storage (SQL and NoSQL) Layer 3: Analytics & Services Machine Learning Layer 4: Business Processes & Applications Layer 5: Presentations and Visualization (User Interfaces) and IoT Devices Security Architecture (All Layers) Services Oriented Architecture "Service" in SOA Services Landscape Shared Services Operational Services Customer Service Knowledge Worker Services Synchronization of Services Service-Orientation and Business Business Driven SOA Agility in Digital Business Change Management in Digital Transformation CHAPTER 3: STRATEGIC PLANNING FOR DIGITAL BUSINESS Planning for a Data-Driven Digital Business Digital Business Strategies Inputs to Strategic Planning for Digital Business Strategy for Digital Transformation – focus is on Customer Experience Objectivity in Developing Digital Strategies Elements of Digital Business Strategies Strategies Relate Projects to Capabilities to Goals Business Capabilities Business Strategies and Enterprise Architecture Architectures and Digital Strategies Sources and Digital Strategies Knowledge Customer Knowledge Worker Services Big Data Sensors (IoT) Analytics Machine Learning Social Media Mobile Application Making Digital Strategy Work Digital Business Strategy and Planning Enterprise Architecture Resources and Constraints Capabilities and Services Project Implementation CHAPTER 4: COLLABORATIVE DIGITAL BUSINESS Digital Business is Collaborative Business Physical collaboration Electronic collaboration Mobile collaboration Complexities of Collaborative Digital Business Business processes Enterprise IT governance Collaborative technologies Communication networks Evolving Technology Trends and EA Collaborative EA Key Elements of Collaborative EA Strategies for Collaborative EA Challenges and Issues with Collaborative EA Deploying a Collaborative EA Portals and Collaborative EA Practical Steps and Models for Collaborative Enterprise Architectures with MDA Charting a Road Map for Collaborative EA Deployment Observations from the Trenches Managing User Expectations Formulating effective use of federated portals Achieving consensus on Web services standards Incorporating value propositions from grid computing concepts Part B – Strategizing [Creating, Planning and Realizing] Digital Enterprise Architecture - How to go about it? [lifecycle of DEA] How and When should DEA be done? Chapter 5: Cloud Capabilities in Digital Transformation Cloud and the Enterprise Architecture (EA) Cloud Characteristics for Digital Business Four phases of Cloud Adoption through Enablement and Corresponding business value Cloud Adoption Cloud Transition Cloud Deployment Cloud Enablement Three Synergistic Areas of EA and Cloud EA governance and the Cloud EA measurement and maturity for the Cloud From strategy formulation to solution deployment. Embedding Analytics in Cloud-based Digital Processes Lessons learnt in Practice Challenges in Using Cloud-based Architecture Scalability User interfaces Shifting Enterprise computing to the Cloud Open source development Control and ownership Privacy and confidentiality CHAPTER 6: BUSINESS PROCESS DIGITIZATION & CUSTOMER VALUE Business Processes and Digital Transformation Business process reengineering (BPR) Business process automation (BPA) Business process analysis (BPAn) Business process integration (BPI) Business process improvement (BPIm) Business performance management (BPrM) Business process management (BPM) Business process outsourcing (BPO) Business process optimization (BPOp) BPIm scenarios Business Process Digitization Holistic Approach to Business Process Transformation The Principles of Digitizing Business Processes Maintaining transformation. Monitoring Progress Evaluating Industry Trends Capability assessment and development Organizational change Governance and management Competition Preparing for Process Transformation Commercial Vendors & Tools CHAPTER 7: DIGITAL TRANSFORMATION & BUSINESS AGILITY Agility in Digital Business Agile as a Business Value Advantages of Agility and Big Data for a Digital Business Envisioning an Agile Organization Functioning Agile Business with Embedded Big Data Analytics Holistic, Fine Granular and Sensitive Business Big Data Enables Agility in Business Dimensions External Influencing Factors Internal factors and responses CAMS: Balancing Agility with Formality in Big Data adoption Agile Principles in Practice Collaborations and Intelligence as Functioning Agile Reaching Collaborative Intelligence in Agile Business Reaching Collaborative Business Process Ongoing Knowledge Synchronization in a Learning Agile Organization Holistic Customer – the ultimate goal of Business Agility Part C – Leveraging the value of DEA for Internal Organization(Organize, Socialize and Institutionalize) CHAPTER 8: EA AS A PRACTICE IN DIGITAL TRANSFORMATION Why to consider EA as a Practice in Digital Business? The Realities of EA Practice Seven Principles of EA as a Practice A Life Cycle of a consistent EA practice The EA Practice Lifecycle Four Focus Areas Actions by EA Practice in Digital Transformation Managing EA as a Practice System Integration Lifecycle Roadmap Major Challenges in EA as a Practice EA Practice Maturity Five Simplified Levels of EA Practice Maturity Empowering the Practice – seven essential steps CHAPTER 9:–MEASURING EA in DIGITAL TRANSFORMATION: METRICS, KPIs AND RISKS Establishing Enterprise Architecture Metrics Making a Case for EA metrics in Digital Transformation Identifying EA Metrics Parameters Relevance of EA metrics to Digital Transformation Getting the EA Metrics Right What should an EA metrics have? Formulating the EA Metrics Model for Establishing the EA Metrics Circumstances surrounding EA metrics formulation Active Matrix Monitoring Model Governance of EA Metrics Who – the EA team What – quantitative & qualitative measures When – to perform governance activities How – capture the metrics Challenges in applying EA Metrics in Practice Establishing the “Right” EA Metrics Discussion Topics CHAPTER 10 – EA GOVERNANCE IN DIGITAL TRANSFORMATION EA Governance and DT The Business Situation Advantages of GRC in EA and DT 251 Key Factors in EA and Governance Organizational Structure Charter for EA Governance Roles and Responsibilities Principles, Guidelines and Standards for EA governance Enterprise Architecture Framework & Governance Function Navigation Elements Navigation Element Definitions The Navigation Repository Pragmatic EA Governance Structure Architecture Review & Governance Boards CHAPTER 11:– Business Architecture Practice: Case Study in Health domain Business Architecture The BA Practice Challenges, Issues, and Concerns Establishing the BAP: Stage by Stage Stage 1: Building the Practice Stage 2: Enabling the Practice Stage 3: Managing the Practice Stage 4: Realizing the Practice Realities of the BAP: From the Trenches Prctical observations and lessons learned Actions Taken Best Practices in BAP Governance, Risk Management and Compliance General Comments and Recommendations Future Prospects of the BAP APPENDIX-A: Use cases in EA and Digital Business INDEX Enterprise Architecture for Digital Business : Integrated Transformation Strategies [texte imprimé] / Tushar K. Hazra, Auteur ; Unhelkar, Bhuvan, Auteur . - new york : CRC press, 2022 . - 282p ; 24cm. ISBN : 978-0-367-55718-8 : 13 525,00 Langues : Français Tags : DIGITAL BUSINESS, ENTREPRISE ARCHITECTURE,THE TRANSFORMATION IMPÉRATIVE,STRATEGIC PLANNING, DIGITAL BUSINESS , Digital Enterprise Architecture,DEA for Internal Organization Résumé : Enterprise Architecture (EA) is an essential part of the fabric of a business; however, EA also transcends and transforms technology and moves it into the business space. Therefore, EA needs to be discussed in an integrated, holistic, and comprehensive manner. Only such an integrated approach to EA can provide the foundation for a transformation that readies the business for the myriad enterprise-wide challenges it will face. Highly disruptive technologies such as Big Data, Machine Learning, and Mobile and Cloud Computing require a fine balance between their business and technical aspects as an organization moves forward with its digital transformation. This book focuses on preparing all organizations – large and small – and those wishing to move into them for the impact of leveraging these emerging, disruptive, and innovative technologies within the EA framework. Note de contenu : Part A – Digital Business - Setting the Context (What and Why of DEA or Digital Enterprise Architecture) CHAPTER 1: DIGITAL BUSINESS, ENTERPRISE ARCHITECTURE AND THE TRANSFORMATION IMPERATIVE Whatis Digital Business? Digitization Landscape and Opportunities Contemporary digital technologies and their impact of Digital Transformation Evolution of Architectures in Organizations Digital Transformation Imperative Challenges and Risks in Digital Transformation Architecture and Business Organizations Big Data and Artificial Intelligence Data Friction Enterprise Architecture (EA) in Digital Transformation EA as a Transformational Framework Internet of Things (IoT), Internet of Everything (IoE) and Digital Business Enterprise Architecture and Business Architecture CHAPTER 2: ENTERPRISE ARCHITECTURE & SERVICES ORIENTATION IN DIGITAL TRANSFORMATION Enterprise Architecture (EA) as a Transformational Framework Enterprise Architecture in Digital Transformation Enterprise architecture elements and digital transformation Capturing the technology baseline. Exploring the constraints and risks upfront. Influencing the business objectives. Automating the broken or disparate business processes. Embracing emerging technologies. Capitalizing on the operating model of the business. TOGAF and Zachmann EA Frameworks Enterprise Architecture’s Technology Stack Layers of the Enterprise Technology Stack Layer 1: Communications (Networks and Infrastructure) Layer 2: Data Storage (SQL and NoSQL) Layer 3: Analytics & Services Machine Learning Layer 4: Business Processes & Applications Layer 5: Presentations and Visualization (User Interfaces) and IoT Devices Security Architecture (All Layers) Services Oriented Architecture "Service" in SOA Services Landscape Shared Services Operational Services Customer Service Knowledge Worker Services Synchronization of Services Service-Orientation and Business Business Driven SOA Agility in Digital Business Change Management in Digital Transformation CHAPTER 3: STRATEGIC PLANNING FOR DIGITAL BUSINESS Planning for a Data-Driven Digital Business Digital Business Strategies Inputs to Strategic Planning for Digital Business Strategy for Digital Transformation – focus is on Customer Experience Objectivity in Developing Digital Strategies Elements of Digital Business Strategies Strategies Relate Projects to Capabilities to Goals Business Capabilities Business Strategies and Enterprise Architecture Architectures and Digital Strategies Sources and Digital Strategies Knowledge Customer Knowledge Worker Services Big Data Sensors (IoT) Analytics Machine Learning Social Media Mobile Application Making Digital Strategy Work Digital Business Strategy and Planning Enterprise Architecture Resources and Constraints Capabilities and Services Project Implementation CHAPTER 4: COLLABORATIVE DIGITAL BUSINESS Digital Business is Collaborative Business Physical collaboration Electronic collaboration Mobile collaboration Complexities of Collaborative Digital Business Business processes Enterprise IT governance Collaborative technologies Communication networks Evolving Technology Trends and EA Collaborative EA Key Elements of Collaborative EA Strategies for Collaborative EA Challenges and Issues with Collaborative EA Deploying a Collaborative EA Portals and Collaborative EA Practical Steps and Models for Collaborative Enterprise Architectures with MDA Charting a Road Map for Collaborative EA Deployment Observations from the Trenches Managing User Expectations Formulating effective use of federated portals Achieving consensus on Web services standards Incorporating value propositions from grid computing concepts Part B – Strategizing [Creating, Planning and Realizing] Digital Enterprise Architecture - How to go about it? [lifecycle of DEA] How and When should DEA be done? Chapter 5: Cloud Capabilities in Digital Transformation Cloud and the Enterprise Architecture (EA) Cloud Characteristics for Digital Business Four phases of Cloud Adoption through Enablement and Corresponding business value Cloud Adoption Cloud Transition Cloud Deployment Cloud Enablement Three Synergistic Areas of EA and Cloud EA governance and the Cloud EA measurement and maturity for the Cloud From strategy formulation to solution deployment. Embedding Analytics in Cloud-based Digital Processes Lessons learnt in Practice Challenges in Using Cloud-based Architecture Scalability User interfaces Shifting Enterprise computing to the Cloud Open source development Control and ownership Privacy and confidentiality CHAPTER 6: BUSINESS PROCESS DIGITIZATION & CUSTOMER VALUE Business Processes and Digital Transformation Business process reengineering (BPR) Business process automation (BPA) Business process analysis (BPAn) Business process integration (BPI) Business process improvement (BPIm) Business performance management (BPrM) Business process management (BPM) Business process outsourcing (BPO) Business process optimization (BPOp) BPIm scenarios Business Process Digitization Holistic Approach to Business Process Transformation The Principles of Digitizing Business Processes Maintaining transformation. Monitoring Progress Evaluating Industry Trends Capability assessment and development Organizational change Governance and management Competition Preparing for Process Transformation Commercial Vendors & Tools CHAPTER 7: DIGITAL TRANSFORMATION & BUSINESS AGILITY Agility in Digital Business Agile as a Business Value Advantages of Agility and Big Data for a Digital Business Envisioning an Agile Organization Functioning Agile Business with Embedded Big Data Analytics Holistic, Fine Granular and Sensitive Business Big Data Enables Agility in Business Dimensions External Influencing Factors Internal factors and responses CAMS: Balancing Agility with Formality in Big Data adoption Agile Principles in Practice Collaborations and Intelligence as Functioning Agile Reaching Collaborative Intelligence in Agile Business Reaching Collaborative Business Process Ongoing Knowledge Synchronization in a Learning Agile Organization Holistic Customer – the ultimate goal of Business Agility Part C – Leveraging the value of DEA for Internal Organization(Organize, Socialize and Institutionalize) CHAPTER 8: EA AS A PRACTICE IN DIGITAL TRANSFORMATION Why to consider EA as a Practice in Digital Business? The Realities of EA Practice Seven Principles of EA as a Practice A Life Cycle of a consistent EA practice The EA Practice Lifecycle Four Focus Areas Actions by EA Practice in Digital Transformation Managing EA as a Practice System Integration Lifecycle Roadmap Major Challenges in EA as a Practice EA Practice Maturity Five Simplified Levels of EA Practice Maturity Empowering the Practice – seven essential steps CHAPTER 9:–MEASURING EA in DIGITAL TRANSFORMATION: METRICS, KPIs AND RISKS Establishing Enterprise Architecture Metrics Making a Case for EA metrics in Digital Transformation Identifying EA Metrics Parameters Relevance of EA metrics to Digital Transformation Getting the EA Metrics Right What should an EA metrics have? Formulating the EA Metrics Model for Establishing the EA Metrics Circumstances surrounding EA metrics formulation Active Matrix Monitoring Model Governance of EA Metrics Who – the EA team What – quantitative & qualitative measures When – to perform governance activities How – capture the metrics Challenges in applying EA Metrics in Practice Establishing the “Right” EA Metrics Discussion Topics CHAPTER 10 – EA GOVERNANCE IN DIGITAL TRANSFORMATION EA Governance and DT The Business Situation Advantages of GRC in EA and DT 251 Key Factors in EA and Governance Organizational Structure Charter for EA Governance Roles and Responsibilities Principles, Guidelines and Standards for EA governance Enterprise Architecture Framework & Governance Function Navigation Elements Navigation Element Definitions The Navigation Repository Pragmatic EA Governance Structure Architecture Review & Governance Boards CHAPTER 11:– Business Architecture Practice: Case Study in Health domain Business Architecture The BA Practice Challenges, Issues, and Concerns Establishing the BAP: Stage by Stage Stage 1: Building the Practice Stage 2: Enabling the Practice Stage 3: Managing the Practice Stage 4: Realizing the Practice Realities of the BAP: From the Trenches Prctical observations and lessons learned Actions Taken Best Practices in BAP Governance, Risk Management and Compliance General Comments and Recommendations Future Prospects of the BAP APPENDIX-A: Use cases in EA and Digital Business INDEX

Réservation

Réserver ce document

Exemplaires

Cote	Support	Localisation	Section	Disponibilité
A/ 6129	Livre	مكتبة الكلية	المقتنيات الجديدة لكتب اللغة الفرنسية و الانجليزية 2023	Disponible
A/ 6129	Livre	مكتبة الكلية	المقتنيات الجديدة لكتب اللغة الفرنسية و الانجليزية 2023	Exclu du prêt

Evolving Toolbox for Complex Project Management / Alex Gorod 

Public ISBD Titre : Evolving Toolbox for Complex Project Management Type de document : texte imprimé Auteurs : Alex Gorod, Auteur ; Leonie Hallo, Auteur ; Vernon Ireland, Auteur ; Indra Gunawan, Auteur Mention d'édition : 1st ed Editeur : CRC press Année de publication : 2020 Collection : Complex and Enterprise Systems Engineering Importance : 544p Format : 24cm ISBN/ISSN/EAN : 978-1-03-240099-0 Prix : 14 154,00 Langues : Anglais Tags : the Evolving Toolbox, Scheduling Toolset, Leadership Toolset,Management Toolset, Systemic Innovation Toolset Résumé : This book enhances learning about complex project management principles and practices through the introduction and discussion of a portfolio of tools presented as an evolving toolbox. Throughout the book, industry practitioners examine the toolsets that are part of the toolbox to develop a broader understanding of complex project management challenges and the available tools to address them. This approach establishes a dynamic, structured platform for a comprehensive analysis and assessment of the modern, rapidly changing, multifaceted business environment to teach the next generation of project managers to successfully cope with the ever increasing complexity of the 21st century. Note de contenu : Cover Half Title Series Page Title Page Copyright Page Dedication Page Table of Contents Foreword Preface Acknowledgments Editors Contributors Chapter 1 Introduction to the Evolving Toolbox Chapter 2 Case Studies Toolset Chapter 3 Scheduling Toolset Chapter 4 Cost Estimation Toolset Chapter 5 Human Factors Toolset Chapter 6 Leadership Toolset Chapter 7 Systemic Negotiation and Conflict Resolution Toolset Chapter 8 Organization and Systems Theory Toolset Chapter 9 Enterprise Governance Toolset Chapter 10 Critical Success Factors and Climate Toolset Chapter 11 Pattern Identification and Management Toolset Chapter 12 Policy Management Toolset Chapter 13 Legal Aspects Toolset Chapter 14 Intellectual Property Toolset Chapter 15 Systems Thinking Toolset Chapter 16 Test and Evaluation Toolset Chapter 17 Advanced Visualization Toolset Chapter 18 Social Network Analysis Toolset Chapter 19 Modeling and Simulation Toolset Chapter 20 Adaptability, Agility, and Resilience Toolset Chapter 21 Cyber-Systemic Toolset Chapter 22 Systemic Risk Toolset: Another Dimension Chapter 23 Systemic Innovation Toolset Index Evolving Toolbox for Complex Project Management [texte imprimé] / Alex Gorod, Auteur ; Leonie Hallo, Auteur ; Vernon Ireland, Auteur ; Indra Gunawan, Auteur  . -  1st ed . - new york : CRC press, 2020 . - 544p ; 24cm. - (Complex and Enterprise Systems Engineering) . ISBN : 978-1-03-240099-0 : 14 154,00 Langues : Anglais Tags : the Evolving Toolbox, Scheduling Toolset, Leadership Toolset,Management Toolset, Systemic Innovation Toolset Résumé : This book enhances learning about complex project management principles and practices through the introduction and discussion of a portfolio of tools presented as an evolving toolbox. Throughout the book, industry practitioners examine the toolsets that are part of the toolbox to develop a broader understanding of complex project management challenges and the available tools to address them. This approach establishes a dynamic, structured platform for a comprehensive analysis and assessment of the modern, rapidly changing, multifaceted business environment to teach the next generation of project managers to successfully cope with the ever increasing complexity of the 21st century. Note de contenu : Cover Half Title Series Page Title Page Copyright Page Dedication Page Table of Contents Foreword Preface Acknowledgments Editors Contributors Chapter 1 Introduction to the Evolving Toolbox Chapter 2 Case Studies Toolset Chapter 3 Scheduling Toolset Chapter 4 Cost Estimation Toolset Chapter 5 Human Factors Toolset Chapter 6 Leadership Toolset Chapter 7 Systemic Negotiation and Conflict Resolution Toolset Chapter 8 Organization and Systems Theory Toolset Chapter 9 Enterprise Governance Toolset Chapter 10 Critical Success Factors and Climate Toolset Chapter 11 Pattern Identification and Management Toolset Chapter 12 Policy Management Toolset Chapter 13 Legal Aspects Toolset Chapter 14 Intellectual Property Toolset Chapter 15 Systems Thinking Toolset Chapter 16 Test and Evaluation Toolset Chapter 17 Advanced Visualization Toolset Chapter 18 Social Network Analysis Toolset Chapter 19 Modeling and Simulation Toolset Chapter 20 Adaptability, Agility, and Resilience Toolset Chapter 21 Cyber-Systemic Toolset Chapter 22 Systemic Risk Toolset: Another Dimension Chapter 23 Systemic Innovation Toolset Index

Réservation

Réserver ce document

Exemplaires

Cote	Support	Localisation	Section	Disponibilité
A/ 6630	Livre	مكتبة الكلية	المقتنيات الجديدة لكتب اللغة الفرنسية و الانجليزية 2023	Exclu du prêt
A/ 6630	Livre	مكتبة الكلية	المقتنيات الجديدة لكتب اللغة الفرنسية و الانجليزية 2023	Disponible

Implementing Project and Program Benefit Management / Kenn Dolan 

Public ISBD Titre : Implementing Project and Program Benefit Management Type de document : texte imprimé Auteurs : Kenn Dolan, Auteur Editeur : CRC press Année de publication : 2022 Collection : Best Practices in Portfolio, Program, and Project Management Importance : 298p Format : 24cm ISBN/ISSN/EAN : 978-1-03-247591-2 Prix : 13 525,00 Langues : Anglais Tags : Computing & IT, Computer hardware & operating systems ,Systems management, Professional & Technical , Electronics & communications engineering , Electronics engineering , Automatic control engineering Résumé : One of the most difficult, yet important, questions regarding projects is "What advantages will this project create for the investors and key stakeholders?" Projects and programs should be treated as investments. This means that the focus of projects shifts from delivering within the triple constraints (time–cost–quality) towards some of the more fundamental questions: What is the purpose of this investment? What are the specific advantages expected? Are these benefits worth the investment? Implementing Project and Program Benefit Management is written for executives and practitioners within the portfolio, program, and project environment. It guides them through the important work that must be addressed as the investment progresses towards the realization of benefits. The processes discussed cover the strategic elements of benefits realization as well as the more detailed requirements, which are the domain of the program delivery teams and the operational users. Using real cases to explain complex situations, operational teams and wider groups of stakeholders, including communities affected by infrastructure projects, will be able to engage in the conversation with the sponsors and delivery teams. Covering an area of program and project management that is rapidly becoming more widely valued, this book blends theory with practical experience to present a clear process flow to managing the benefits life cycle. Best practices are defined, and pitfalls and traps are identified to enable practitioners to apply rigor and structure to this crucial discipline. Note de contenu : Part I. Establishing the Language. 1. What Are Benefits and Why Are They Important? 2. Definitions and Terminology. 3. Team Roles and Responsibilities. Part II. The Benefits Life Cycle. 4. Introduction to the Benefits Life Cycle. 5. Establish the Context. 6. Identify the Benefits. 7. Assess the Benefits. 8. Plan for Benefits Realization. 9. Coordinate and Realize the Benefits. 10. Review the Initiative. 11. Embedding Benefits Realization Management. Appendix I. Documentation. Appendix II. Summary of Cognitive Biases Impacting Benefits Realization Management. Abbreviations and Acronyms. References. . Implementing Project and Program Benefit Management [texte imprimé] / Kenn Dolan, Auteur . - new york : CRC press, 2022 . - 298p ; 24cm. - (Best Practices in Portfolio, Program, and Project Management) . ISBN : 978-1-03-247591-2 : 13 525,00 Langues : Anglais Tags : Computing & IT, Computer hardware & operating systems ,Systems management, Professional & Technical , Electronics & communications engineering , Electronics engineering , Automatic control engineering Résumé : One of the most difficult, yet important, questions regarding projects is "What advantages will this project create for the investors and key stakeholders?" Projects and programs should be treated as investments. This means that the focus of projects shifts from delivering within the triple constraints (time–cost–quality) towards some of the more fundamental questions: What is the purpose of this investment? What are the specific advantages expected? Are these benefits worth the investment? Implementing Project and Program Benefit Management is written for executives and practitioners within the portfolio, program, and project environment. It guides them through the important work that must be addressed as the investment progresses towards the realization of benefits. The processes discussed cover the strategic elements of benefits realization as well as the more detailed requirements, which are the domain of the program delivery teams and the operational users. Using real cases to explain complex situations, operational teams and wider groups of stakeholders, including communities affected by infrastructure projects, will be able to engage in the conversation with the sponsors and delivery teams. Covering an area of program and project management that is rapidly becoming more widely valued, this book blends theory with practical experience to present a clear process flow to managing the benefits life cycle. Best practices are defined, and pitfalls and traps are identified to enable practitioners to apply rigor and structure to this crucial discipline. Note de contenu : Part I. Establishing the Language. 1. What Are Benefits and Why Are They Important? 2. Definitions and Terminology. 3. Team Roles and Responsibilities. Part II. The Benefits Life Cycle. 4. Introduction to the Benefits Life Cycle. 5. Establish the Context. 6. Identify the Benefits. 7. Assess the Benefits. 8. Plan for Benefits Realization. 9. Coordinate and Realize the Benefits. 10. Review the Initiative. 11. Embedding Benefits Realization Management. Appendix I. Documentation. Appendix II. Summary of Cognitive Biases Impacting Benefits Realization Management. Abbreviations and Acronyms. References. .

Réservation

Réserver ce document

Exemplaires

Cote	Support	Localisation	Section	Disponibilité
A/ 6640	Livre	مكتبة الكلية	المقتنيات الجديدة لكتب اللغة الفرنسية و الانجليزية 2023	Disponible
A/ 6640	Livre	مكتبة الكلية	المقتنيات الجديدة لكتب اللغة الفرنسية و الانجليزية 2023	Exclu du prêt

Marketing Projects / Olivier Mesly 

Public ISBD Titre : Marketing Projects Type de document : texte imprimé Auteurs : Olivier Mesly, Auteur Mention d'édition : 1st ed Editeur : CRC press Année de publication : 2022 Importance : 256p Format : 24cm ISBN/ISSN/EAN : 978-1-03-247480-9 Prix : 13,525.00 Langues : Anglais Tags : Project, Marketing Feasibility, Marketing Experts, Management Résumé : Marketing is about placing a new product or service into the market. Projects are about delivering new products and services. The merger of these two fields holds great promise for delivering value to organizations and their clients. Project managers can serve many markets ranging from investors who fund projects to that of clients who use new products and services. Marketing Projects is a guide for helping project managers have projects funded or deliver value to end users. It is also a guide for marketing managers new to the world of project management. The book begins by presenting the basics of both marketing and project management and highlights the aspects that are unique and relevant to both areas. It then explores marketing project feasibility and presents tools for assessing feasibility, which include the 6Ps of project management strategy: The project 4Ps: plan, processes, people, and power PRO: pessimistic, realistic, and optimistic scenarios POVs: points of vulnerability POE: point of equilibrium POW: product, organization, and work breakdown structures PWP: work psychodynamics This book illustrates how to use these tools to market new projects to potential sponsors and investors. It then explores marketing projects to end users. Crucial to the success of projects are the relationships between project managers and clients and the way marketing experts implement their strategies. This book explains how project managers can develop meaningful relationships with clients to foster trust and have positive interactions. Project managers excel at managing the processes for delivering new products and services. Marketers are keenly aware of latent, or unconscious needs, as well as those developing and emerging, and can provide project promoters and managers with exciting ideas. This book will help improve the mutual understanding between marketing and project managers, an effort ultimately benefiting end users, whether they be investors or customers. A better work atmosphere and a closer fit between marketing and project management objectives can only serve the interests of investors and end users, for whom marketers and project managers conceive and realize projects, one way or the other. Note de contenu : I General Introduction. What is Marketing? What is Marketing Management? What is a Project? What is Marketing Feasibility of Projects? What Do Marketing Experts, Project Managers, and Clients Have in Common? Testimonials. Conclusion. Bibliography. Appendix 1: A Short Description of the Exercises Used during Our Seminars. Appendix 2: The Core Psychodynamic Model. Appendix 3: Arguable Errors Found in Marketing Project Management Literature. Marketing Projects [texte imprimé] / Olivier Mesly, Auteur  . -  1st ed . - new york : CRC press, 2022 . - 256p ; 24cm. ISBN : 978-1-03-247480-9 : 13,525.00 Langues : Anglais Tags : Project, Marketing Feasibility, Marketing Experts, Management Résumé : Marketing is about placing a new product or service into the market. Projects are about delivering new products and services. The merger of these two fields holds great promise for delivering value to organizations and their clients. Project managers can serve many markets ranging from investors who fund projects to that of clients who use new products and services. Marketing Projects is a guide for helping project managers have projects funded or deliver value to end users. It is also a guide for marketing managers new to the world of project management. The book begins by presenting the basics of both marketing and project management and highlights the aspects that are unique and relevant to both areas. It then explores marketing project feasibility and presents tools for assessing feasibility, which include the 6Ps of project management strategy: The project 4Ps: plan, processes, people, and power PRO: pessimistic, realistic, and optimistic scenarios POVs: points of vulnerability POE: point of equilibrium POW: product, organization, and work breakdown structures PWP: work psychodynamics This book illustrates how to use these tools to market new projects to potential sponsors and investors. It then explores marketing projects to end users. Crucial to the success of projects are the relationships between project managers and clients and the way marketing experts implement their strategies. This book explains how project managers can develop meaningful relationships with clients to foster trust and have positive interactions. Project managers excel at managing the processes for delivering new products and services. Marketers are keenly aware of latent, or unconscious needs, as well as those developing and emerging, and can provide project promoters and managers with exciting ideas. This book will help improve the mutual understanding between marketing and project managers, an effort ultimately benefiting end users, whether they be investors or customers. A better work atmosphere and a closer fit between marketing and project management objectives can only serve the interests of investors and end users, for whom marketers and project managers conceive and realize projects, one way or the other. Note de contenu : I General Introduction. What is Marketing? What is Marketing Management? What is a Project? What is Marketing Feasibility of Projects? What Do Marketing Experts, Project Managers, and Clients Have in Common? Testimonials. Conclusion. Bibliography. Appendix 1: A Short Description of the Exercises Used during Our Seminars. Appendix 2: The Core Psychodynamic Model. Appendix 3: Arguable Errors Found in Marketing Project Management Literature.

Réservation

Réserver ce document

Exemplaires

Cote	Support	Localisation	Section	Disponibilité
A/ 6655	Livre	مكتبة الكلية	المقتنيات الجديدة لكتب اللغة الفرنسية و الانجليزية 2023	Exclu du prêt
A/ 6655	Livre	مكتبة الكلية	المقتنيات الجديدة لكتب اللغة الفرنسية و الانجليزية 2023	Disponible

Statistical Methods for Financial Engineering / Bruno Remillard 

Permalink

Systems engineering for projects / Wingate, Lory Mitchell 

Permalink

Optimal Decision Making in Operations Research and Statistics / Ali Irfan 

Permalink

---

page 1/1