Download Creating an Environment for Successful Projects, 2nd Edition by Robert J. Graham PDF

By Robert J. Graham

Because it was once first released in 1997, Creating an atmosphere for profitable initiatives has turn into a landmark paintings that exhibits how you can enhance venture administration as an organizational perform. This moment variation bargains good, results-oriented recommendation on how higher administration can create an atmosphere that helps the good fortune of designated initiatives and the improvement of latest items. The ebook additionally encompasses a wealth of examples from the authors' workshop contributors and readers of the 1st version who've effectively carried out those ideas inside their agencies. New within the moment version:

  • principles and practices approximately portfolio administration to accomplish higher total good fortune from a portfolio of tasks
  • recommendation for aiding venture groups come jointly to turn into more beneficial
  • info for constructing the executive venture officer
  • feedback for enforcing undertaking administration details structures
  • extra descriptions approximately enterprises and those who have used those rules to enhance significantly superior environments

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Extra info for Creating an Environment for Successful Projects, 2nd Edition

Sample text

Cohen and Gooch (1994) studied military misfortunes in an attempt to avoid them in the future. Much of the interest in similar studies of project management comes after a disaster on one or more projects. Part of the solution to a disastrous project is understanding what caused the disaster so it can be avoided in the future. When military disaster happens, how can it be understood and explained? The “man on the dock” approach is common, which is the notion that disaster occurs because one person, typically the commander, commits unpardonable errors of judgment.

Upper managers need to work in concert to develop information systems that support successful projects and provide information across the organization. In this regard, on-line technological capabilities are increasingly attractive and important but do not replace the need for upper management to determine what information is necessary and develop systems to provide it. Chapter Six covers this in depth. 7. Develop a Plan for Project Manager Selection and Development. Future organizations will see the end of the accidental project manager.

Upper managers can help avoid this problem by linking the project to the strategic plan and developing a portfolio of projects that implements the plan. Many organizations use upper management teams to manage the project portfolio; this approach would certainly have reduced the problems and delays depicted in the previous scenario. Chevron, for example, developed the Chevron Project Development and Execution Process (CPDEP), which provides a formalized discipline for managing projects (Cohen and Kuehn, 1996).

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