Choosing the right people to carry out a project is essential to its success. When multiple projects are combined into a complex program, the “human aspect” becomes even more important. This book is the first to truly balance a complete account of the technical aspects of project and program management with a practical approach to understanding and developing the core competencies required to accomplish desired goals. Drawing on almost thirty years of senior managerial experience in the defense and software industries, where the successful completion of multimillion-dollar projects is a strategic imperative, the author has a unique understanding of both the qualitative and quantitative aspects of program management. On the technical side, this book is a complete introduction to predicting costs, setting schedules, and assessing risks. On the people side, it sheds new light on how to mold different personality types into a team, how to motivate the team’s members, and how to produce extraordinary results. After exploring the concept of “competencies” and showing how people must be at the heart of any organizational decision, Springer focuses on the essential qualities of leadership, the dynamics of teams, and the relationship between a team and the individuals that compose the team. He shows how an inclusive approach is essential to effective decision making. Using these insights, he then details the essential parts of the program management approach, describing the best way to define, organize, and schedule the work to be done, identifying risks and controlling costs during the whole process. This is a uniquely insightful and practical text that will be invaluable reading for all professionals involved in the dynamic field of project and program management. Tested in a number of classes, the second edition includes numerous pedagogical improvements. New research on competency models is presented and more emphasis is placed on the importance for project managers of understanding the global context.
An independent consultant, Hubbard (business administration, Oxford U.) explains why half of all attempts to acquire a business, or merge two businesses, fail. Then she explores the psychology involved, describes a process for acquiring, and presents five case studies in which the names and other details of both the companies and people have been changed. The section on psychology particularly discusses the reaction of employees whose means of livelihood have just been bought and sold.
This book is an examination of the contemporary ethical problems of business in a philosophical context. It analyzes various types of capitalism, in particular, the Anglo-American type which is practiced primarily in the English-speaking world, and is exemplified by the commercial and financial systems of Wall Street and the City of London. This analysis includes an examination of the corporation, the ethics of the stock market, the morality of takeovers, and the problem of business and the environment. An Ichor Business Book. Norman P. Barry is Professor of Politics at the University of Buckingham.
The authors--academics and military men--cite examples throughout military history, including quotes, stories, and diagrams, that teach important lessons for business leaders. Their central theory is that an interacting environment sets typical conditions in which an organization and its strategy will succeed. Critical factors supporting this theory are explained in chapters covering the environment, organization, and strategy in the planning stage, and communication, action, and results in the execution phase. The appendix reviews military-business maxims, which include looking at the big picture first, looking for what causes change, being ready to deal with the worst, making sure the mission is clear, assigning objectives and not actions, and learning from everyone else. The final admonition is to learn why we make a mistake and how to avoid it next time. While the linkage of military and business performance is not a new concept, the authors' presentation in story form enhances traditional concepts to make them relevant and applicable to modern managers.
Paul Harris Stores did exactly what it was supposed to. It brought fashion, comfort, style, and functionality to millions of women in the Midwest. Paul Harris' run of 50 years is remarkable because so few retail stores make it that long and so few make it so big. His life and experiences tell readers much about U.S. culture, retail history, and a brand of entrepreneurship that appears to be making a comeback.