Ultimately, all decisions and policies are made on the basis of judgments; there is no other way, and there never will be. In the end, analysis is but an aid to the judgment and intuition of the decision maker.
Cordova Research Group
Cordova Research Group spent more than thirty years conducting pure and applied research for a variety of external customers. With the reduction, however, in R&D funding, Cordova decided that the survival of the firm would be based upon becoming a manufacturing firm as well as performing R&D. The R&D culture was close to informal project management with the majority of the personnel holding advanced degrees in technical disciplines. To enter the manufacturing arena would require hiring hundreds of new employees, mostly nondegreed.
CHANGE MANAGEMENT AND CORPORATE CULTURES
It has often been said that the most difficult projects to manage are those that involve the management of change.
Harold Kerzner
Harold Kerzner (born ca 1940) is an American engineer, management consultant, Emeritus Professor of Systems Management at Baldwin Wallace University, and Sr. Executive Director for Project Management at the International Institute for Learning,[1] known for his work in the field of project management.
PROJECT MANAGEMENT METHODOLOGIES:
A DEFINITION
Achieving project management excellence, or maturity, is more likely with a repetitive process that can be used on each and every project. This repetitive process is referred to as the project management methodology.
PROJECT MANAGEMENT GROWTH: PROJECT LIFE CYCLES
Every program, project, or product has certain phases of development known as life-cycle phases. A clear understanding of these phases permits managers and executives to better control resources to achieve goals.
PROJECT MANAGEMENT GROWTH: THE STAGE-GATE PROCESS
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.
THE MANY FACES OF FAILURE IN PROJECT MANAGEMENT
Previously we stated that success might be a cube rather than a point. If we stay within the cube but …
THE MANY FACES OF SUCCESS IN PROJECT MANAGEMENT
Historically, the definition of success has been meeting the customer’s expectations regardless of whether or not the customer is internal …
INFORMAL PROJECT MANAGEMENT: A DEFINITION
Companies today are managing projects more informally than before. Informal project management does have some degree of formality but emphasizes …
MATURITY AND EXCELLENCE: A DEFINITION
Some people contend that maturity and excellence in project management are the same.Unfortunately, this is not the case. Consider the …