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Critical Chain [Englisch] [Taschenbuch]

Eliyahu M. Goldratt
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Kurzbeschreibung

4. September 1997
"Critical Chain," a gripping fast-paced business novel, does for Project Management what Eli Goldratt's other novels have done for Production and Marketing. Dr. Goldratt's books have transformed the thinking and actions of management throughout the world.

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Critical Chain + It's Not Luck + The Goal: A Process of Ongoing Improvement
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Produktinformation

  • Taschenbuch: 246 Seiten
  • Verlag: Gower Publishing Ltd (4. September 1997)
  • Sprache: Englisch
  • ISBN-10: 0884271536
  • ISBN-13: 978-0884271536
  • Größe und/oder Gewicht: 23 x 15,5 x 1,7 cm
  • Durchschnittliche Kundenbewertung: 3.8 von 5 Sternen  Alle Rezensionen anzeigen (28 Kundenrezensionen)
  • Amazon Bestseller-Rang: Nr. 19.681 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)

Mehr über den Autor

Dr. Eliyahu M. Goldratt ist Managementberater. Er ist u.a. Experte im Bereich des Produktionsmanagements und verfügt über zahlreiche Patente im medizinischen und physikalischen Bereich. Goldratt berät weltweit agierende Firmen wie Ford, General Motors, und General Electric. Er ist der Begründer der Theory of Constraints (TOC). Seine Wirtschaftsromane sind internationale Bestseller.

Produktbeschreibungen

Synopsis

A business novel focusing on project management. The novel aims to provoke readers to examine and reassess their business practices and transform the thinking and actions of managers.

Über den Autor und weitere Mitwirkende

Dr. Eliyahu M. Goldratt ist Managementberater. Er ist u.a. Experte im Bereich des Produktionsmanagements und verfügt über zahlreiche Patente im medizinischen und physikalischen Bereich. Goldratt berät weltweit agierende Firmen wie Ford, General Motors, und General Electric. Er ist der Begründer der Theory of Constraints (TOC). Seine Wirtschaftsromane sind internationale Bestseller.

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Kundenrezensionen

Die hilfreichsten Kundenrezensionen
5 von 5 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen My Review of Critical Chain 18. Juli 2000
Von Ein Kunde
Format:Taschenbuch
This is my book review, as published in the Northeast Florida Chapter of the Project Managment Institute July 200 newsletter: "I just finished reading a great book! Critical Chain is written by Eli Goldratt, previously of the Avraham Goldratt Institute (AGI), who is now leading his own organization. One could refer to Eli Goldratt as the father of the Theory of Constraints (TOC). TOC is an overall philosophy usually applied to running and improving an organization and readily applied to managing projects. The TOC tools relate to problem solving (what to change from, what to change to, and how to make that change) and daily management (win-win conflict resolution, effective communication, team building skills, delegation, and empowerment). In a nutshell, critical chain (which is a part of TOC) is a project management concept where slack is not applied to each task, but is instead collected as a buffer at the end of a project. Progress is based on performance against the schedule, coupled with calculating what portion of the buffer has been used. I was intrigued with the critical chain approach, so I picked up this book and am glad I did. While many educational books are dry reading (let's face it), Critical Chain is both educational and entertaining. The author provides a fictional setting to present step-by-step instructions on how to use the method, along with useful examples. More importantly, he explains how each step of the process evolved and what problems it resolves. Critical Chain is the latest in a series of books which discuss these solutions in detail (the preceding books are The Goal, The Race, and It's Not Luck). It took me about five hours to read and was so good that I'm anxious to read the others!"
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2 von 2 Kunden fanden die folgende Rezension hilfreich
1.0 von 5 Sternen Old wine in new bottle 1. Februar 2000
Format:Taschenbuch
Anyone who has been managing projects or helping others manage project for any length of time will find that this book contains no new ideas. However, its parable style may be useful for those whose prior knowledge is nil or lean. It comes across as "the next breakthrough" but is no more than a reasonable methodology for those projects for which its rather unlikely preconditions hold true. For example, the entire methodology rests on the assumption that projects start with a very large amount of "fudge" built into them. This assemption may have been true in a few fat organizations several years ago. But in this day and age any group that comes to top management asking for money with this amount of presumed "fudge" built in will either have their head handed to them or will be laughed out of the room. In my 30 year experience, project leaders are much, much more likely to be overoptimistic. If you do not accept this "much fudge" assumption, then the rest of the book has no validity. The author also assumes that there is but ONE so called critical chain one can focus on. This is an extremely rare condition in the world of modern day projects where most paths of tasks are either critical or near critical or will be made so when the problem of scarce resources is properly dealt with. He does present a way to quantify risk into the process and that is very good since this is often not done. However, there are much better alternatives such as Monte Carlo techniques available. The writer is a very charasmatic person who has mesmerized a lot of young people into proclaiming the author as the next project management guru. Lesen Sie weiter... ›
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2 von 2 Kunden fanden die folgende Rezension hilfreich
3.0 von 5 Sternen Easy to read, nothing really new. 21. Juni 2000
Von R. Torres
Format:Taschenbuch
This book teaches some concepts regarding project management that any experienced project manager already knows. Experienced project managers know to pay attention to all the critical dependencies in the project, not only the critical path. Cutting all estimates in half and adding one third at the end of the path as a buffer sounds like a good idea in principle. However, it easily falls apart in reality when you realize that most of the projects fall under the other end of the spectrum by being too optimistic. It is important to mention that by writing this book in a novel format, the author does not have to be as thorough as in a non-fiction business book. This is just a novel and should be treated as such. As for the "new" concepts, you will be better off by practicing the basics. Get the PMBOK from the Project Management Institute, read it, apply it, and your projects will benefit a lot more.
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3 von 3 Kunden fanden die folgende Rezension hilfreich
3.0 von 5 Sternen Good sales pitch, but lightweight 23. Juli 2000
Format:Taschenbuch
Don't get me wrong - I think Goldratt's "Critical Chain" idea is great! This book does a good job on selling the idea. However, if you want to really understand the idea in enough depth to apply it, you need more than this book. I'd recommend Newbold's "Project Management in the Fast Lane"
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1 von 1 Kunden fanden die folgende Rezension hilfreich
1.0 von 5 Sternen Professionaly, very disappointing. 6. August 1999
Von Ein Kunde
Format:Taschenbuch
The "Critical Chain" represents old and out of date project management concepts, belonging more to the Industrial Revolution Era. It is based on very wrong concepts regarding the behavior of the project employees, that do not belong to the hi-tech world. Employees in the Hi-Tech environment do not suffer from the "Student Syndrome", or the "Parkinson Effect". On the contrary, they are measured, promoted and rewarded for their efficiency and for their improvement. The only effective management in the Hi-Tech environment is Autonomous Management, and not the old fashioned detailed control that is presented in this book. Some of the ideas presented in the book are very trivial, and not new: chaining tasks that use critical resources, using reserves ("buffers") for time and budget etc. Today, there are much more effective Project Management concepts, proven in the Hi-Tech, Hi-Risk environment, based on the rules of Cybernetics Management.
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5.0 von 5 Sternen Must have für Projektleiter
Dieses Buch und die dahinter stehenden Prinzipien ein Projekt zu steuern sollten jedem Projektleiter bekannt sein. Lesen Sie weiter...
Veröffentlicht am 16. Dezember 2007 von Wood_Is_Good
3.0 von 5 Sternen Helpful Thoughts About Scheduling and Coordinating Projects
There is an old saying. To a carpenter, every problem looks like a nail.

Having now read two of Mr. Lesen Sie weiter...
Veröffentlicht am 4. August 2007 von Donald Mitchell
5.0 von 5 Sternen Erste Wahl
Critical Chain war mein Einstiegsbuch in die Theory of Constraints ... und hat mich dazu gebracht, alles zu suchen, was es zu diesem Thema gibt. Lesen Sie weiter...
Veröffentlicht am 9. März 2004 von Amazon Customer
4.0 von 5 Sternen Great ideas - some problems still to be solved
For me Critical Chain has been the only major new idea in Project Management for a decade. It identifies some major problems in everyday PM, and gives an interesting new concept of... Lesen Sie weiter...
Veröffentlicht am 4. September 2002 von Andreas
4.0 von 5 Sternen Read this if you are a proj manager needing new solutions
I received this book for an executive MBA operations management course. I found it particularly easy to read and interesting, since I had worked in project management for ten... Lesen Sie weiter...
Veröffentlicht am 20. Juli 2000 von K. Larrabee
5.0 von 5 Sternen WHY IS THE COMPETITION AFRAID
The content of this book works. It is one of the best business books around. You can understand what the author is saying. Lesen Sie weiter...
Veröffentlicht am 26. April 2000 von J. B. Ruskin
5.0 von 5 Sternen WHY IS THE COMPETITION AFRAID
If you read the review below which gives this book only one star you will see that the author of that review is in a competative business to Dr. Goldratt and his followers. Lesen Sie weiter...
Veröffentlicht am 26. April 2000 von J. B. Ruskin
4.0 von 5 Sternen The Goal re-applied to PM
I received The Goal as part of my MBA Operations Management course but held off reading until I graduated. I couldn't put The Goal down, nor could I put down Critical Chain. Lesen Sie weiter...
Veröffentlicht am 18. Dezember 1999 von Adrian P. Wible
2.0 von 5 Sternen Difficult to comprehend
I've been familiar with CPM for twenty years, but haven't heard of many of the terms used (e.g. feeding buffers, chains, etc.). It's too philisophical for me. Lesen Sie weiter...
Am 23. Oktober 1999 veröffentlicht
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