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 |
| 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 action activities approach areas become beginning behavior benefits better build change agent Chapter clear communications competence concept consulting core corporate cost create culture decisions describes develop effective effort environment establish example executive experience factor Figure focus forces function goals guiding idea implementation important improvement increase initial internal involved issues Italy keep knowledge lead leaders learning means meetings methodology move necessary offer operating organization organizational change percent performance person political portfolio position practices present problems program manager project management project office project team requires responsibilities role selection sense shared skills sponsor staff stakeholders steps strategy structure success team members things tion understand upper management vision