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.
As a Skip to the Details: How To Orderleader 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.
Your organization does its work as projects — unique or first-of-a-kind activities that your organization has never done before. And often, no organization has done them before. Projects, as distinguished from operations, present special problems. And managing organizations that tackle projects, as opposed to operations, requires special approaches. 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.
People who ordered this item also ordered 52 Tips for Resuming Paused Projects and How to Spot a Troubled Project Before the Trouble Starts.52 Tips for Leaders of Project-Oriented Organizations is an ebook that contains 52 ideas that managers and leaders of project-oriented organizations can use right now to address the special problems of managing these organizations.
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 some samples:
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