s "leading" This item is available in downloadable format only. Since it is not shipped, be sure before you order that your shipping charges are 0.your organization a white-knuckle ride? As a leader of a project-oriented organization you probably often feel like you're riding a hurricane. Juggling multiple projects, all competing for resources, many of them late or over budget or floundering, while at the same time you "manage" your organization, you sometimes wonder if there's a better way. There is.
Your organization does its work as projects — unique or first-of-a-kind activities that your organization has never done before. Projects, as distinguished from operations, present special problems. That's why I wrote 52 Tips for Leaders of Project-Oriented Organizations. It's for people who don't even have time to read the directions on their prescriptions. As a leader of a project-oriented organization, you face an unprecedented degree of uncertainty. Today's dynamic conditions and competitive environment are conspiring to make executing even the most conservative project plan a thrill ride, but that's only a small part of the problem — all managers face that one.
Today's organizations People who ordered this item also ordered 52 Tips for Resuming Paused Projects and How to Spot a Troubled Project Before the Trouble Starts.have inherited much of their structure from "operations-oriented" organizations. They don't work very well when they have to work in projects. Learn how to design, adjust, and lead an organization that does its work — for the most part — in projects.
You'll get as much from this little tip book as you'll get from one of those two-pound books you don't have time to read. And once you start deploying some of the ideas you'll be reading about, you'll free up some time to think. Here are two samples:
- Never confuse the accounting system with reality
- Accounting systems are fairly good at measuring concrete items, such as cash, revenue, outlays and so on. But many cost drivers in the project-oriented organization are difficult to measure, and they're often unrepresented in the accounting system. For instance, when we choose cubicles over walled offices, the cost savings are well represented in the Facilities budget. But the increased costs due to interruptions and depressed productivity of the cubicle occupants appear nowhere.
- Choose status-neutral site names
- When managing dispersed teams, we sometimes refer to the sites where team members work by names such as "HQ," "Corporate," "home office," "plant," "fab," "lab," "remote site" and "field office." These names can be toxic because when site names denote organizational status or role, they can actually influence team decision-making — people who work at high-status sites can have undue influence.
Details and additional information
52 Tips for Leaders of Project-Oriented Organizations is in Acrobat format, which gives you several advantages. You can print it, and read it like any book. Or in electronic form, you can use the search capability of the Acrobat Reader to find passages of special interest to you. If you load it onto your laptop or PDA you can read it anywhere — and it's weightless, too.
This item is available only in downloadable format.
To avoid shipping charges, be sure to select "downloadable" for the shipping method.
This item is also available at significant savings as part of a package of all my ebooks and tips booklets. Check it out!
Last modified: 07 Feb 2012 20:28 Eastern Time