Description
Book SynopsisDECISIONS focuses on how organizations can improve decision-making processes to improve organizational performance in a global economy.
- Presents research related to problems associated with meeting requirements, schedules, and costs
- Defines the scope of macro and micro decisions
- Raises the issue of the role of engineering, manufacturing, and marketing in making organizational decisions
- Includes references to Peter Drucker's studies on decision-making
Table of ContentsPreface xiii
1 CONFRONTING THE REALITIES IN DECISION-MAKING 1
History of Failed Projects 2
Organizational Discipline 5
Sources of Decision-Making Knowledge 7
Making Organizational Decisions 9
Key Points 11
Notes 12
2 MANAGING THE ORGANIZATION 13
Management Model 14
New Management Paradigm 15
Executives 17
Managers 19
Engineers and Other Discipline Specialists 24
Project Managers 25
Common Requirements for Executives, Managers, Engineers and
Other Discipline Professionals, and Project Managers 28
Key Points 40
Notes 41
3 DECISIONS HAVE CONSEQUENCES 43
The Knowledge Chain 44
External Decision Drivers 46
Expanding Worldwide Operations 48
Dealing with Acquisitions and Mergers 49
Restructuring Organizations 52
Investing in New-to-the-Market Product/Services 55
Investing in New Technologies 57
Entering New Markets 59
Discontinuing a Product Line 60
Promoting Innovation and Entrepreneurship 61
Locating Business Operations 65
Key Points 66
Notes 67
4 DECISIONS AND PROJECT SCOPE 69
Organizational Decisions 70
Low Impact to High Impact 71
Simple to Complex 72
Low Cost to High Cost 74
Low Risk to High Risk 74
Upgrade to Innovative 76
Current Business to New Business Unit 77
Current Business Unit to a New Game 78
Decisions in Functional Units 79
Limited Scope to Expanded Scope 80
Strategic to Operational 81
Knockouts 82
Thinking Before Doing 83
Key Points 87
Note 88
5 MACRO DECISION TO IMPLEMENTATION 89
Executing the Decision 90
Using Tools and Techniques 91
Describing the Problem 94
Improving IT Project Performance 96
Advancing Project Management Practice 99
Managing Project Cycle Time 103
Managing with a Systems Perspective 109
Key Points 111
Notes 112
6 MAKING PEOPLE DECISIONS 113
Energizing the Human Resource Department 114
Hiring Practices 116
Evaluating Employee Performance 120
Assessing Employee Potential 122
Promotions and Appointments 124
Selecting Team Members 126
Selecting the Right People 130
Assigning Work 131
Transitioning From Specialist to Manager 132
Salary Schedules 134
Continuing Education 134
Building a Succession Competence 136
Key Points 137
Notes 138
7 DEVELOPING DECISION-MAKING COMPETENCIES 139
Decision Dilemmas 140
Learning to Make Decisions 144
Educating for Decision-Making 147
Dealing with Ambiguity 153
Executing the Deliverables 156
Key Points 162
Notes 163
8 IBM ROCHESTER, MINNESOTA: THE SILVERLAKE PROJECT 165
Birth of IBMR Minnesota 166
Project Fort Knox 167
IBMR Faces Market Challenges 168
New Directions for IBM Rochester 168
Furey Asks the Hard Questions 169
Ambitious Goals 173
Market Launch 176
Lessons Learned 177
Key Points 184
Notes 185
9 BOEING AND THE 787 DREAMLINER 187
Dreamliner Scope and Expectations 188
Boeing—The Enterprise 189
The 787 Dreamliner Challenges 192
Commentary 198
Key Points 213
Notes 216
10 COMMUNICATION IN DECISION-MAKING 219
New-to-the-Market Product 221
What is Communication? 226
Types of Communication 228
Organizational Context 231
Barriers to Effective Communication 234
Ethical Issues in Communication 253
Eliminating the Communication Barriers 255
Key Points 258
Notes 259
11 EVALUATING DECISION-MAKING PERFORMANCE 261
People 262
Purposes 264
Processes 265
Strategic Thinking 266
Culture 267
Products and Services 268
Resources 270
Leadership 275
Innovation and Entrepreneurship 276
Organizational Readiness 278
Policies and Procedures 279
Employee Benefits 279
Downsizing 280
Going Global 281
Government Regulations 282
Offshore Operations 282
Integrating Organizational Units 283
General Governance Issues 284
Key Points 289
Notes 292
Index 293
