Reorganizing Slotkin, Arthur L.
Doing the Impossible,
07/2012
Book Chapter
After firing D. Brainerd Holmes as the head of human spaceflight, NASA administrator James E. Webb spoke to a few people who were of the view that the air force should take over the program, telling ...them that since it was so important to the nation he planned to hire someone that they could trust and respect, in the hope that this would enable them to support the civilian space agency in accomplishing the lunar landing goal. After seeking the advice of friends, the administrator ended up asking TRW's chief executive officer, J. David Wright, for help. Mueller has speculated that Webb talked to many people before calling Wright and asking him to volunteer someone acceptable to the air force to take over the Apollo Program.
Despite the fanfare surrounding India’s rapid development, many are starting to question just how well the emergent power can compete against its much larger and much more developed rival next door: ...China.
The Project Office Kerzner, Harold
Project Management - Best Practices - Achieving Global Excellence,
2014, 2014-02-12
Book Chapter
As companies begin to recognize the favorable effect that project management has on profitability, emphasis is placed upon achieving professionalism in project management using the project office ...(PO) or project management office (PMO) concept. During the past 15 years, the benefits to executive levels of management of using a PO have become apparent. They include standardization of operations, company rather than silo decisionmaking, better capacity planning (i.e., resource allocations), quicker access to higher‐quality information, elimination or reduction of company silos, more efficient and effective operations, less need for restructuring, fewer meetings that rob executives of valuable time, more realistic prioritization of work, development of future general managers. Most PMOs are viewed as indirect labor and therefore subject to downsizing or elimination when a corporation is under financial stress. To minimize the risk, the PMO should set up metrics to show that the PMO is adding value to the company.
When projects are used as an organisational platform to conduct business, a project can be the only project in the organisation or one amongst several others. The latter case is called multi-project ...organisation. Usually an organization with a multi-project environment has a base organisation, which can be functional, matrix structure or another. The purpose of this article is to develop a model based on a process oriented organization as a complement to functional or matrix organizational structures. The article is written from a management point of view. Management of Multi-projects in a process-oriented organisation is analysed from a strategic point of view as well as from an operational point of view. Theoretical conclusions as well as practical recommendations are presented.
As competition increases, rising costs of Information and Communication Technology (ICT) come under the spotlight. As a result, there is pressure on ICT to deliver more with fewer resources. ...Unsuccessful projects became intolerable. Successful project management entails much more than completing projects in time and within budget. Quality, user satisfaction, effective team collaboration and effective resource management all contribute to project success. ICT unfortunately has a rather tarnished reputation when it comes to successful project delivery. Reasons why ICT projects often fail include poor planning, poor communication, poor project management skills, project complexity, ill-defined requirements and too many changes in scope. The ICT Department of the South African Reserve Bank is no exception. The main purpose of this paper is to determine whether or not the implementation of a project office in the ICT Department has addressed the problems identified in the literature and those previously experienced by the Bank.
Large enterprise organisations usually have a project management office (PMO) whose responsibility it is to oversee a standardisation of project management practices across a portfolio. This can ...often be in conflict with the agile principles of self-organisation and inspect and adapt. We describe how one of Yahoo! Europepsilas teams helped implement a process which was compatible both with agile values and principles, and European PMO standards, and also how it has influenced international process framework evolution. As a result, we demonstrate that a PMO process can be compatible with an agile process, and that a PMO can add value to agile teams.
The main purpose of this paper is to deal with the problems in government investment projects by the implementation of project portfolio management. As is known to us all, there are many problems in ...the government investment projects, and these problems do affect the economic and social development. In this paper, we sum up seven problems in the government investment projects. With the help of project portfolio management (PPM), we advance a new perspective to deal with these problems. First of all, we simply analyze the problems in the government investment projects in China. And then we introduce the project portfolio managementpsilas several definitions and review PPMpsilas history briefly. At last, referring to the PMIpsilas The Standard for Portfolio Management, we put forward eight steps to implement PPM in the government-invested projects so that we can effectively select, prioritize, balance and monitor the right government-invested project portfolio, and link the government strategic goals with the projects and/or programs as well.
Many managers struggle with obsolete R&D organizations when they establish global R&D processes. Traditional R&D organization have been designed with a ethnocentric paradigm in mind that proves to be ...insufficient for many new challenges: R&D managers must learn to manage an additional organizational level in order to ensure global R&D efficiency.
