Synopses & Reviews
The Second Edition of Graham and Englunds Classic Book
Since it was first published in 1997, Creating an Environment for Successful Projects has become a landmark work that shows how to develop project management as an organizational practice. This second edition offers solid, results-oriented advice on how upper management can create an environment that supports the success of projects and the development of new products. The book also includes a wealth of examples from the authors workshop participants and readers of the first edition who have successfully implemented these concepts within their organizations. New in the second edition:
- Ideas and practices about portfolio management to achieve greater overall success from a portfolio of projects
- Advice for helping project teams come together to become more effective
- Information for developing the chief project officer
- Suggestions for implementing project management information systems
- More descriptions about organizations and people who have used these principles to develop vastly improved environments
Praise for the First Edition of Creating an Environment for Successful Projects
"Creating an Environment for Successful Projects became our bible for program leadership during PMO startup and continues to be a fundamental part of our thinking as we work to attain recognition as a truly project-based organization."
& Colonel Gary LaGassey, project office program manager for U.S. Air Force base in Aviano, Italy
"The authors describe what others have achieved, and they tell how to get started. Yet, I find the books best content not in what or how, but in why. The book is rich with examples of why typical management behavior interferes with new product development. It clearly explains why upper managers are fearful, why corporate communications are so often poor, and yes, how to fix such things. The goal is to give project managers the freedom, training, and support to run rather autonomous and effective new product development programs."
& John D. Trudel, Journal of Management Consulting
"Crisp execution of projects is critical to the survival of todays organizations. This practical book is filled with ideas and examples that will teach you how to build project management competence in your organization."
& Lewis E. Platt, former chairman, president, and CEO, Hewlett-Packard Company
Review
"The authors discuss some excellent organizational best practices and provide steps to achieve them." (Journal of Product Innovation Management; 1/1/2005)
Review
"Crisp execution of projects is critical to the survival of today's organizations. This practical book is filled with ideas and examples that will teach you how to build project management competence in your organization." (Lewis E. Platt, chairman, president and CEO, Hewlett-Packard Company)
?For senior executives and managers needing answers to the question: `How can our company improve execution of projects and the bottom line?' this book provides a useful roadmap.? (Martin J. O'Sullivan, vice president and director, Business Process Management, Motorola)
?Captures the essence of many industrial organizations today and provides suggestions to upper management on how to be agents for positive change.? (E. G. Jacobsen, technical director, Engine-Trans Resource Centers, GM Powertrain Group, General Motors Corporation)
?As the speed of change increases, tools like those outlined and developed will be the competitive leverage for the successful innovators in the future.? (Dr. Todd K. Abraham, vice president, Strategic Technology Development, The Pillsbury Company)
?Fills a major void in the project management literature. The almost constant refrain from both my government and industry students is `these project management concepts are great, but how do I get my organization to use them?' This book has the answer along with dozens of successful examples of how top organizations such as Hewlett-Packard, 3M, and NCR made it happen!? (Owen C. Gadeken, professor of engineering management, Defense Systems Management College, Department of Defense)
?This book adds a fresh, new dimension to the material on project management. It disseminates the knowledge gained in large, successful organizations such as Hewlett-Packard to those of us in smaller organizations, where the issues and likely solutions are much the same. Applying the lessons can make a difference in your company's success in managing and developing new products.? (Bob Stoy, vice president, Platform Development, Beckman Instruments)
?The most practical and usable material I've reviewed. This book is a must-read for any manager whose organization is serious about actually deriving tangible benefits from the implementation of project management. Two thumbs up!? (Bill Kern, president, Integrated Project Systems)
?The material presented by the authors has been sorely needed for a very long time. The text discusses virtually all of the issues that concern project managers who are trying to apply project management techniques within a modern organizational environment.? (Jim McDonald, please provide correct title, Lucent Technologies Project Management Department)
Synopsis
Finally, a book that fills the void on how to develop project management as an organizational practice. Using the enviable processes already in place at Hewlett-Packard and other progressive companies as touchstones, Graham and Englund serve up solid, results-oriented advice on how upper management can create an environment that supports the success of special projects, especially the development of new products. Building on an incisive examination of the critical role upper-tier management plays in the overall success of projects, the authors show managers exactly what they must do to support the process and implement project management as an organization-wide directive. Packed with leading-edge, real-world examples, a sample project review and other tools, this book will help your organization make and sustain the cultural changes that encourage a project manager's best work.
Synopsis
Since it was first published in 1997,
Creating an Environment for Successful Projects has become a landmark work that shows how to develop project management as an organizational practice. This second edition offers solid, results-oriented advice on how upper management can create an environment that supports the success of special projects and the development of new products. The book also includes a wealth of examples from the authors' workshop participants and readers of the first edition who have successfully implemented these concepts within their organizations. New in the second edition:
- Ideas and practices about portfolio management to achieve greater overall success from a portfolio of projects
- Advice for helping project teams come together to become more effective
- Information for developing the chief project officer
- Suggestions for implementing project management information systems
- More descriptions about organizations and people who have used these principles to develop vastly improved environments
Synopsis
Critical to the continued growth of any organization is the development of new products, new procedures, new reward systems, new features to old products, and new businesses. The very future of a company rides on the success or failure of its project management process.In Creating an Environment for Successful Projects, Robert J. Graham and Randall L. Englund zero in on the key to successful product innovation and development?the creation of the project-based organization. This hands-on resource offers managers the cutting-edge information and effective tools they need to support and sustain the project management climate that is so vital to organizational growth.Filled with illustrative examples from such thriving firms as Hewlett-Packard and General Electric, Creating an Environment for Successful Projects outlines exactly what key managers need to do to support successful projects within their own organizations no matter how large or small. Graham and Englund offer vital information on topics that cover the broad scope of managing project management, including how to:? Set a project deadline and allow time for planning and creativity? Avoid common pitfalls such as pulling people off of core teams? Select the right person for the crucial role of project manager? Implement an original approach to information systems within the organization? Learn from past projects by using the book's Project Retrospective Form? Implement the highly successful Hewlett-Packard project management initiative process in the organization.Throughout this information-packed book, the authors maintain a personal and often humorous approach to the serious business of successfully managing project management.
Synopsis
Ensure the success of your company's special projectsCrisp execution of projects is critical to the survival of today's organizations. This practical book is filled with ideas and examples that will teach you how to build project management competence in your organization.
--Lewis E. Platt, chairman, president and CEO, Hewlett-Packard Company
Finally, a book that fills the void on how to develop project management as an organizational practice. Using the enviable processes already in place at Hewlett-Packard and other progressive companies as touchstones, Graham and Englund serve up solid, results-oriented advice on how upper management can create an environment that supports the success of special projects, especially the development of new products. Building on an incisive examination of the critical role upper-tier management plays in the overall success of projects, the authors show managers exactly what they must do to support the process and implement project management as an organization-wide directive. Packed with leading-edge, real-world examples, a sample project review and other tools, this book will help your organization make and sustain the cultural changes that encourage a project manager's best work.
About the Author
ROBERT J. GRAHAM is an indepAndent management consultant and senior associate with the Strategic Management Group. He is on the adjunct faculty at the University of Pennsylvania and is associate professor of the Project Management Unit at Henley Management College in Henley, England and the author of Project Management As If People Mattered. RANDALL L. ENGLUND is a project manager at Hewlett-Packard Company and a consultant on the Project Management Initiative team that provides corporate-wide leadership for the continuous improvement of project management. He is a member of the Project Management Institute and is on the Board of Directors for the Product Development and Management Association.
Table of Contents
Leading the Change to a Project-Based Organization.
Giving Projects a Strategic Emphasis.
How Upper Managers Influence Project Success.
Developing and Supporting Core Teams for Project Success.
Organizing the Project Management Effort.
Developing the Project Management Information Systems.
Selecting and Developingthe Project Manager.
Developing a Project Management Learning Organization.
Hewlett-Packard's Project Management Initiative.
Creating an Environment for Successful Projects in Your Organization.