Home > Research > Publications & Outputs > Business case

Research

Associated organisational unit

Text available via DOI:

View graph of relations

Business case: Business cases, benefits, and potential value

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSN › Chapter

Published

Standard

Business case: Business cases, benefits, and potential value. / Dalcher, Darren.
The Evolution of Project Management Practice: From Programmes and Contracts to Benefits and Change. ed. / Darren Dalcher. Taylor and Francis, 2017.

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSN › Chapter

Harvard

Dalcher, D 2017, Business case: Business cases, benefits, and potential value. in D Dalcher (ed.), The Evolution of Project Management Practice: From Programmes and Contracts to Benefits and Change. Taylor and Francis. https://doi.org/10.4324/9781315113630

APA

Dalcher, D. (2017). Business case: Business cases, benefits, and potential value. In D. Dalcher (Ed.), The Evolution of Project Management Practice: From Programmes and Contracts to Benefits and Change Taylor and Francis. https://doi.org/10.4324/9781315113630

Vancouver

Dalcher D. Business case: Business cases, benefits, and potential value. In Dalcher D, editor, The Evolution of Project Management Practice: From Programmes and Contracts to Benefits and Change. Taylor and Francis. 2017 doi: 10.4324/9781315113630

Author

Dalcher, Darren. / Business case : Business cases, benefits, and potential value. The Evolution of Project Management Practice: From Programmes and Contracts to Benefits and Change. editor / Darren Dalcher. Taylor and Francis, 2017.

Bibtex

@inbook{f4fea5d89b204f36a9edbab6ed1549d5,
title = "Business case: Business cases, benefits, and potential value",
abstract = "Earlier chapters focused on the preference for planning over plans, the wider need to consider the inevitable role of uncertainty in change programmes, the social element of projects, and the increasing necessity for flexibility, resilience, and agility, in preference to strict organisation and control. They also addressed a need to rethink how projects are initiated and managed.",
author = "Darren Dalcher",
year = "2017",
month = jan,
day = "1",
doi = "10.4324/9781315113630",
language = "English",
isbn = "9781138080133",
editor = "Darren Dalcher",
booktitle = "The Evolution of Project Management Practice",
publisher = "Taylor and Francis",

}

RIS

TY - CHAP

T1 - Business case

T2 - Business cases, benefits, and potential value

AU - Dalcher, Darren

PY - 2017/1/1

Y1 - 2017/1/1

N2 - Earlier chapters focused on the preference for planning over plans, the wider need to consider the inevitable role of uncertainty in change programmes, the social element of projects, and the increasing necessity for flexibility, resilience, and agility, in preference to strict organisation and control. They also addressed a need to rethink how projects are initiated and managed.

AB - Earlier chapters focused on the preference for planning over plans, the wider need to consider the inevitable role of uncertainty in change programmes, the social element of projects, and the increasing necessity for flexibility, resilience, and agility, in preference to strict organisation and control. They also addressed a need to rethink how projects are initiated and managed.

U2 - 10.4324/9781315113630

DO - 10.4324/9781315113630

M3 - Chapter

AN - SCOPUS:85045596162

SN - 9781138080133

BT - The Evolution of Project Management Practice

A2 - Dalcher, Darren

PB - Taylor and Francis

ER -