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Program management and the creative art of coopetition : (Record no. 39647)

000 -LEADER
fixed length control field 02016naa a2200277uu 4500
001 - CONTROL NUMBER
control field 1060715072837
003 - CONTROL NUMBER IDENTIFIER
control field OSt
005 - DATE AND TIME OF LATEST TRANSACTION
control field 20240401144450.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 110607s2010 xx ||||gr |0|| 0 eng d
999 ## - SYSTEM CONTROL NUMBERS (KOHA)
Koha Dewey Subclass [OBSOLETE] PHL2MARC21 1.1
041 ## - LANGUAGE CODE
Language code of text/sound track or separate title eng
100 1# - MAIN ENTRY--PERSONAL NAME
9 (RLIN) 28295
Personal name Buuren, Arwin van
245 10 - TITLE STATEMENT
Title Program management and the creative art of coopetition :
Remainder of title dealing with potential tensions and synergies between spatial development projects
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Place of publication, distribution, etc. Oxford :
Name of publisher, distributor, etc. Elsevier,
Date of publication, distribution, etc. oct. 2010
520 3# - SUMMARY, ETC.
Summary, etc. Public ambitions have traditionally been implemented by line managers. Project management has become more prevalent in recent decades, especially in the domain of spatial investments. Recently, a new branch of management has emerged: program management. This can be seen as an attempt to overcome the fragmentation caused by several autonomous project organizations working side by side in the larger regional system.
520 3# - SUMMARY, ETC.
Summary, etc. This paper describes the application of program management in comparison with project management. Both these types of management are aimed at integrating interrelated activities that are otherwise dealt with separately. Program management also aims to synchronize project implementation trajectories.
520 3# - SUMMARY, ETC.
Summary, etc. A case study is conducted of a program management experiment in the Amsterdam Metropolitan Region, where an analysis of how program and project management compete and complement each other is conducted. The case study shows that program management will not and cannot be a substitute for project management, but that attempts to combine the strengths of both have to be made
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Gestão de Projetos
9 (RLIN) 13021
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Programa
9 (RLIN) 13329
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
9 (RLIN) 12403
Topical term or geographic name entry element Desenvolvimento Regional
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Competitividade
9 (RLIN) 11999
700 1# - ADDED ENTRY--PERSONAL NAME
Personal name BUIJS, Jean-Marie
9 (RLIN) 44964
700 1# - ADDED ENTRY--PERSONAL NAME
9 (RLIN) 44965
Personal name Teisman, Geert
773 08 - HOST ITEM ENTRY
Title International Journal of Project Management
Related parts 28, 7, p. 672-682
Place, publisher, and date of publication Oxford : Elsevier, oct. 2010
International Standard Serial Number ISSN 02637863
Record control number
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Koha item type Periódico
998 ## - LOCAL CONTROL INFORMATION (RLIN)
-- 20110607
Operator's initials, OID (RLIN) 1507^b
Cataloger's initials, CIN (RLIN) Daiane
998 ## - LOCAL CONTROL INFORMATION (RLIN)
-- 20110808
Operator's initials, OID (RLIN) 1011^b
Cataloger's initials, CIN (RLIN) Keicielle

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