Description
Book Synopsis
- How do you manage a company which runs hundreds of changing projects continually to maintain global competitiveness – what form of organization is used?
- How are the targets aligned to business strategy?
- Who sets the specifications or targets?
- How are they all reviewed?
- Who implements the results and how are these audited and checked, against the strategic framework, the targets set, and the results expected?
Managing by Projects for Business Success develops a detailed appreciation of the approach to practical application, together with a parallel set of detailed methodology sections, tools and techniques, to help put the principles into practice. It provides the professional change manager with a wide range of practical methodologies and case examples from leading international service and manufacturing companies, comprehensively backed up by extensive source literature references. It will also be an invaluable supporting text for university business and engineering courses, as well as for in-service courses for senior managers and professionals with its distillation of a wide range of practical experiences illustrated by best-price case examples from a wide range of industries.
Managing by Projects for Business Success develops along a backbone of six core chapters, from an initial definition of the strategic context for managing by projects, through explanation of a standard but flexible project process and then through specific application areas of generic importance to many organisations and enterprises.
Trade Review"... a wonderful tour--de--force, with a lot of substance ... but will also certainly be an important support text..." (Amazon.co.uk, March 2006)
Table of ContentsAcknowledgements xii; Foreword xiii; How to use this Book xv; Organizing for Project-led Strategic Innovation 1; 1.1 Introduction - 'what's this all about' managing projects, an overview 1; 1.2 Background to the genesis of a managing by projects philosophy 5; 1.3 The critical business success factors summarised 10; 1.4 The creation of a standardized tight-loose project and programme management framework 11; 1.5 The evolution of the focused modern approach 13; 1.6 Organizing for project-led strategic innovation - lessons from recent history 15; 1.7 The competitiveness achievement plan 17; 1.8 Delivering a new vision 21; 1.9 Focusing management attention - payment by results 24; 1.10 Information support 32; 1.11 Summary 33; 1.12 Case example 1 - service business change project 36; 1.13 Case example 2 - new product development 40; Appendix Business processes - introduction 47; Further reading 52; Support Methodology Section 1; The Strategic Business Planning Framework Principles - General International Examples; 1.1 Background 53; 1.2 Supporting features of policy function deployment (PFD, CAP) 56; 1.3 Some supporting methodologies - to support bottom-up implementation 57
