By Randall L. Englund

Growing the venture place of work is written for managers who're trying to find how you can rework their enterprises into more desirable and effective project-based offices. As this significant booklet finds, there is not any more desirable option to make that fluctuate than to create a venture place of work adapted to the desires of the association. whereas a venture place of work version ends up in higher items from tasks, it's also a motor vehicle for producing total organizational swap- by way of reworking the association from function-based to project-based. This version accommodates initiatives into the very cloth of the organizational process and revitalizes firms, creates aggressive virtue, and raises shareholder price.

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Extra info for Creating the Project Office: A Manager's Guide to Leading Organizational Change

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For example, the Chevron Corporation did a benchmarking study for project management and found that other organizations were much better than Chevron was at both selecting projects and executing them. They realized that if they did not improve their project selection and execution procedures, their profit levels would be much lower than those of other oil companies. This would negatively affect stock price and thus their ability to raise additional capital. Findings like that certainly establish a sense of urgency.

Show value. Level 1–PCO. Develop broadbased action. Develop constituency through training, mentoring, consulting, developing a career path. Level 2–PMCOE. Consolidate gains and produce more change. Reorganization to establish a CPO. Level 3–strategic PO. Change reward system; develop portfolio management and venture project management. Make project management the norm. Change organization culture by providing leadership, training, means, and the motivation to make the change the new reality. Pathway to Organizational Change 10.

Projects were not run using any consistent methodology, if they were using any methodology at all. This lack of project management skill, methodology, and organizational support led to most projects’ being late, over budget, and not done to customer satisfaction. To combat this problem, groups arose such as the Project Management Initiative at HP, described in Chapter 9 of Graham and Englund (1997). This group was specific to the engineering function and concentrated mainly on new product development projects, so others arose in other divisions, such as the project office developed for HP Consulting, described here in Chapter Seven.

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