Comments on: Time to Re-Th!nk Improvement http://www.reformingprojectmanagement.com/2009/06/15/1021/ The magazine for the project age Fri, 15 Apr 2011 17:20:14 -0700 http://wordpress.org/?v=2.8.5 hourly 1 By: Jennifer http://www.reformingprojectmanagement.com/2009/06/15/1021/comment-page-1/#comment-21494 Jennifer Thu, 15 Apr 2010 10:39:36 +0000 http://www.reformingprojectmanagement.com/?p=1021#comment-21494 This is the second time in 2 days that I have come across this book- RETHINK: A Business Manifesto for Cutting Costs and Boosting Innovation. Most large companies can perform multiple functions, are active in more than one line of business, and operate in multiple countries. For many companies, such complexity leads to serious internal conflicts, slow decision making, duplication of costs, and a silo mentality. For all the attention given to crafting a smart strategy, most organizations lag far behind in the ability to execute strategies. Bringing about alignment and coordination in complex organizations is one of the most important challenges facing managers today. The IMD OWP 2010 will present the central principles of managing complex organizations and then guide managers to apply these principles to their own companies. This is the second time in 2 days that I have come across this book- RETHINK: A Business Manifesto for Cutting Costs and Boosting Innovation. Most large companies can perform multiple functions, are active in more than one line of business, and operate in multiple countries. For many companies, such complexity leads to serious internal conflicts, slow decision making, duplication of costs, and a silo mentality. For all the attention given to crafting a smart strategy, most organizations lag far behind in the ability to execute strategies. Bringing about alignment and coordination in complex organizations is one of the most important challenges facing managers today.

The IMD OWP 2010 will present the central principles of managing complex organizations and then guide managers to apply these principles to their own companies.

]]> By: Andy http://www.reformingprojectmanagement.com/2009/06/15/1021/comment-page-1/#comment-21393 Andy Thu, 17 Dec 2009 16:17:09 +0000 http://www.reformingprojectmanagement.com/?p=1021#comment-21393 I suppose it's all about clearly defining what you want to acheive upfront Also, the point about project tracking is well made and it's interesting how things like benefits tracking are missed / forgotten - the benefits are the whole reason for starting the project in the first place! I suppose it’s all about clearly defining what you want to acheive upfront

Also, the point about project tracking is well made and it’s interesting how things like benefits tracking are missed / forgotten – the benefits are the whole reason for starting the project in the first place!

]]> By: James Torres http://www.reformingprojectmanagement.com/2009/06/15/1021/comment-page-1/#comment-21137 James Torres Tue, 14 Jul 2009 23:27:54 +0000 http://www.reformingprojectmanagement.com/?p=1021#comment-21137 In order for big business to get a handle on the cost and status of large projects (especially software projects) they need to focus on project tracking, not project management. With project tracking you keep track of key milestones, all cost, project revisions and you can do it for all projects for a business. This is especially vital for projects being executed in different locations. Trying to control projects at the project management level and than trying to summarize is the problem. The company should have an automated tracking system and projects should conform to that. Jim In order for big business to get a handle on the cost and status of large projects (especially software projects) they need to focus on project tracking, not project management.

With project tracking you keep track of key milestones, all cost, project revisions and you can do it for all projects for a business. This is especially vital for projects being executed in different locations.

Trying to control projects at the project management level and than trying to summarize is the problem. The company should have an automated tracking system and projects should conform to that.

Jim

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