Reinventing project management : the diamond approach to successful growth and innovation
By: Shenhar, Aaron J
Title By: Dvir, Dov
Publisher: Boston, Mass : Harvard Business School Press, c2007.Description: xii, 276 p. : ill. ; 26 cm.ISBN: 9781591398004Subject(s): BUSINESS & ECONOMICS / Organizational Behavior | BUSINESS & ECONOMICS / Industrial Management | BUSINESS & ECONOMICS / Management | BUSINESS & ECONOMICS / Management Science | Project managementDDC classification: 658.404 SH RE| Item type | Home library | Call number | Status | Notes | Date due | Barcode | Item holds |
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| REGULAR | University of Wollongong in Dubai Main Collection | 658.404 SH RE (Browse shelf) | Available | July2018 | T0060097 |
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| 658.4038 HA ND Handbook of research on knowledge management adaptation and context | 658.4038 IN TE Intellectual capital management as a driver of sustainability : | 658.404 NI PR Project management for engineering, business and technology | 658.404 SH RE Reinventing project management : | 658.4056 BU PR Principles and practice of business continuity : tools and techniques | 658.4058 LO OU Outsourcing or insourcing strategy : | 658.406 GA RO The roles of organisation development |
Title from title screen.
Includes bibliographical references and index.
Text.
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A new model for managing projects
Why your business success depends on projects
What makes a project successful
The diamond framework
The four bases of project management
Novelty
Technology
Complexity
Pace
Putting the diamond approach to work
Managing projects for business innovation
Managing projects within the existing organization
How markets and industries affect project management
Reinventing project management for your organization.
Projects are the engines that drive innovation from idea to commercialization. In fact, the number of projects in most organizations today is expanding while operations is shrinking. Yet, since many companies still focus on operational excellence and efficiency, most projects fail#x97;largely because conventional project management concepts cannot adapt to a dynamic business environment. Moreover, top managers neglect their company's project activity, and line managers treat all their projects alike#x97;as part of operations. Based on an unprecedented study of more than 600 projects in a variety of bu.