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.
L. P. Manning Corporation
In March 1972, the marketing Division of the L.P. Manning Corporation
performed a national survey to test the public’s reaction to a new type of toaster.
Manning had achieved success in the past and established them as a leader in
the home appliance industry.
Although the new toaster was just an idea, the public responded favorably. In
April of the same year, the vice presidents for planning, marketing, engineering,
and manufacturing all met to formulate plans for the development and ultimately
the production of the new toaster. Marketing asserted that the manufacturing cost
must remain below $30per unit or else Manning Corporation would not be
competitive. Based upon the specification drawn up in the meeting,
manufacturing assured marketing that this cost could be met.
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 …