Creating the Project Office: A Manager's Guide to Leading Organizational ChangeJohn Wiley & Sons, 2003 M02 3 - 336 páginas Creating the Project Office is written for managers who are searching for ways to transform their organizations into more effective and efficient project-based workplaces. As this important book reveals, there is no more effective way to make that change than to create a project office tailored to the needs of the organization. While a project office model leads to better products from projects, it is also a vehicle for generating overall organizational change -- by transforming the organization from function-based to project-based. This model incorporates projects into the very fabric of the organizational strategy and revitalizes organizations, creates competitive advantage, and increases shareholder value. |
Contenido
PART ONE CREATING THE CONDITIONS FOR CHANGE | 1 |
PART TWO MAKING CHANGE HAPPEN | 125 |
PART THREE MAKING CHANGE STICK | 245 |
Appendix Templates for Project Office Planning | 291 |
References | 299 |
303 | |
Otras ediciones - Ver todas
Creating the Project Office: A Manager's Guide to Leading Organizational Change Randall L. Englund,Robert J. Graham,Paul C. Dinsmore Sin vista previa disponible - 2003 |
Creating the Project Office: A Manager's Guide to Leading Organizational Change Randall L. Englund,Robert J. Graham,Paul C. Dinsmore Sin vista previa disponible - 2003 |
Términos y frases comunes
achieve agement agers approach Aviano behavior best practices broad-based action Bucero change agent change process change stick Chapter clear danger communications competence consulting core team corporate cost create culture develop effective effort emotional intelligence end users enterprise project management environment established executive EXFO focus function goals Goodman Fielder guiding coalition Hewlett-Packard implement a project initial LaGassey Leadership learning Management Office managers and team meetings ment methodology operating orga organization organizational change organizational culture percent PMSIG political portfolio management priorities problems program manager program office project leaders Project Management Institute project office project planning project portfolio project portfolio management project success project team responsibilities role sense of urgency skills sponsor staff stakeholder analysis stakeholders steps Storeygard success factor successful projects support project team members tion U.S. Air Force upper management