Breaking Through the Project Fog: How Smart Organizations Achieve Success by Creating, Selecting and Executing On-Strategy Projects

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John Wiley & Sons, Feb 10, 2010 - Business & Economics - 272 pages
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A trail of mismanaged or terminated projects in recent years has cost the North American economy $100 to $150 billion dollars annually in lost productivity and shareholders capital. Unfortunately, the gap between project selection and project execution is often symptomatic of the onset of Project Fog, an all too familiar business situation in which projects are started and stopped constantly; resources fall short of the project workload to be executed; and, in the end, the entire effort is seen as a failure. A guide to sidestepping the usual hazards that often spell Project Fog, this book bridges the gap between executives who develop strategy and decide what projects get approved, and the project managers who have to execute those projects flawlessly. It provides a roadmap so that project managers can partner with executives to align their portfolio of projects with overall business strategy, ensuring that things get done right.
 

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Contents

Preface
SPOTTING PROJECT FOG 1
THE IMPORTANCE OF BEING STRATEGIC 19
NAVIGATING THROUGH FOGGY STRATEGY 39
MANAGING PROJECT RISKS RETURNS
Resource Management Approaches in PPM 67
CREATING SMALL SMART
Strategic PMO Processes 81
Clarifying Strategy and Reducing NonStrategic Projects 144
Training as a Tool of Strategic Change 153
TWO CASE STUDIES CLEARING
Consolidating Effort 167
Interesting Data Points from Participants 173
Connecting Individual and Corporate Performance Management 180
Why PPM Really Works 186
REVIEW OF RELEVANT RESEARCH

Establishing Standard Methodology Ours or Yours 88
GOOD LEADERSHIP IN FOGGY
The Three Cs for Project Management Professionals 120
The Three As for Executives 127
The Forecast for Relationships 138
Leadership and Change Management References 204
BSC and Performance Management References 210
Index 237
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About the author (2010)

James Norrie is a practicing consultant and academic in the fields of Information Technology Management, Leadership, and Strategy and Project Management. He is Director of the School of Information Technology Management, Faculty of Business, Ryerson University, and Assistant Professor on its faculty. He has consulted with a diverse group of clients in Canada, the United States, and globally, including AT&T, SONY, Cable & Wireless PLC, Bell Canada Enterprises, CBC, Novartis Pharmaceuticals, SAP Canada Ltd., and Skyservice Airlines. He also consults to a number of public and not-for-profit sector clients, including federal, provincial, and municipal governments and World Vision Canada.He is a sought-after speaker, frequently appearing for the Project Management Institute, the European Advanced Project Management Practices Institute, the Conference Board of Canada, the annual CIO Summit, IQPC, and as a key note presenter for leading corporations and government groups. He has published several articles in the Project Management Journal (PMJ), and is the co-author of a self-published book, The A to Z Guide to Soul-Inspiring Leadership.

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