Senior Project Manager
HAROLD KERZNER, Ph.D., prominent instructor for the International Institute of Learning (IIL), is currently Professor of Systems Management at Baldwin-Wallace College in Ohio and President of Project Management Associates, a consulting and training firm that conducts seminars for leading U.S. and international corporations. He is the recipient of a Distinguished Alumni Award from the University of Illinois and has taught engineering at that institution and business administration at Utah State University, where he received the 1998 Distinguished Service Award. The Northeast Ohio Chapter of the Project Management Institute has honored Dr. Kerzner by instituting the Kerzner Award for Project Management Excellence.
When companies recognize the need to begin developing processes for project management, the starting point is normally the stage-gate process. The stage-gate process was created because the traditional organizational structure was designed primarily for top-down, centralized management, control, and communications, all of which were no longer practical for organizations that use project management and horizontal work flow.
Previously we stated that success might be a cube rather than a point. If we stay within the cube but …
Historically, the definition of success has been meeting the customer’s expectations regardless of whether or not the customer is internal …
Companies today are managing projects more informally than before. Informal project management does have some degree of formality but emphasizes …
Some people contend that maturity and excellence in project management are the same.Unfortunately, this is not the case. Consider the …
For all practical purposes, there is no basic difference between program management and project management. But what about product management? …
In the preceding sections the word “systems” has been used rather loosely. The exact definition of a system depends on …
Why was project management so difficult for companies to accept and implement? The answer is shown in Figure 2–7. Historically, …
By the 1990s, companies had begun to realize that implementing project management was a necessity, not a choice. The question …
The growth of project management has come about more through necessity than through desire. Its slow growth can be attributed …