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雷达卡
Randall L. Englund, Robert J. Graham, Paul C. Dinsmore
Creating the Project Office is written for managers who are searching for ways to transform their organizations into more effective and efficient project-based workplaces. As this important book reveals, there is no more effective way to make that change than to create a project office tailored to the needs of the organization. While a project office model leads to better products from projects, it is also a vehicle for generating overall organizational change -- by transforming the organization from function-based to project-based. This model incorporates projects into the very fabric of the organizational strategy and revitalizes organizations, creates competitive advantage, and increases shareholder value.
Table of Contents
Preface xi
The Authors and Contributors xvii
PART ONE: CREATING THE CONDITIONS FOR CHANGE 1
1 Leading Organizational Change 7
2 Clear Danger: Creating a Sense of Urgency and Economic Value 33
3 Powerful Forces: Building a Guiding Coalition 53
4 Focus: Developing and Communicating the Project Office Vision and Strategy 83
5 Tell the Tale: Harnessing Internal Support 109
Robert Storeygard, 3M
PART TWO: MAKING CHANGE HAPPEN 125
6 Contact: Managing the Change 129
7 Implementing the Project Office: Case Study 167
Alfonso Bucero, PMP
8 Keep Moving: Getting Your Arms Around Chaos 197
Colonel Gary LaGassey, USAF
9 In or Out? Staffing and Operating the Project Office 219
PART THREE: MAKING CHANGE STICK 245
10 Looking Forward: Embedding Project Practices in the Culture of the Organization 249
Dennis Cohen, Strategic Management Group
11 The Tale We Tell 277
Appendix: Templates for Project Office Planning 291
References 299
Index 303
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Creating the Project Office_A Manager's Guide to Leading Organizational Change.pdf
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