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By Aaron J. Shenhar, Dov Dvir

Tasks are the engines that force innovation from concept to commercialization. in truth, the variety of initiatives in such a lot businesses this present day is increasing whereas operations is shrinking. but, when you consider that many businesses nonetheless concentrate on operational excellence and potency, so much tasks fail—largely simply because traditional undertaking administration options can't adapt to a dynamic company atmosphere. additionally, most sensible managers overlook their company's undertaking job, and line managers deal with all their tasks alike—as a part of operations. in line with an remarkable examine of greater than six hundred initiatives in various companies and companies worldwide, Reinventing undertaking administration presents a brand new and hugely adaptive version for making plans and handling tasks to accomplish enhanced enterprise results.



Reinventing undertaking administration presents [an knowing of the way to execute] in a transparent, concise and considerate demeanour. --Automotive layout and construction, November 2007

About the Author

Aaron J. Shenhar is the Institute Professor of administration and the founding father of the venture administration software at Stevens Institute of know-how. Dov Dvir is the top of the administration division at Ben Gurion college in Israel.

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Reinventing project management: the diamond approach to successful growth and innovation

Tasks are the engines that force innovation from inspiration to commercialization. actually, the variety of initiatives in such a lot agencies this day is increasing whereas operations is shrinking. but, due to the fact that many businesses nonetheless specialise in operational excellence and potency, so much initiatives fail—largely simply because traditional venture administration ideas can't adapt to a dynamic company setting.

Additional resources for Reinventing project management: the diamond approach to successful growth and innovation

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Following we summarize its major principles. 22 It is based on the idea that “what you measure is what you get” and on investment benefit analysis. It also assumes that the project leader is responsible for achieving all the metrics of project success. Our model considers the strategic as well as the tactical aspects of project performance in the short and the long term, and it considers the points of view of different project stakeholders, including customers and businesses. Once adopted, the new model will affect the planning and execution of projects and will focus everyone’s attention on more than just meeting time and budget goals.

The final dimension, preparation for the future, addresses the long-range benefits of the project. It reflects how well the project helps the organization prepare its infrastructure for the future and how it creates new opportunities. Future infrastructure may include new organizational processes and additional technological and organizational competencies. Typical measures might include creating a new market, creating a new product line, or developing a new technology. As with Apple’s Lisa, projects without immediate business benefits may still provide critical stepping-stones for future opportunities.

Measuring organizational effectiveness on different dimensions is not new. It has evolved in recent years at the corporate level, as companies have realized that assessment based on traditional financial and accounting measures is not enough. Kaplan and Norton developed the corporate Balanced Scorecard concept to address these issues. 8 Typically, organizations choose fifteen to twenty submeasures that reflect their specific needs and environments. 9 But how does all this apply to projects and their success?

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