By J. Davidson Frame

This publication is reliable. The language isn't really overly educational whereas conveying textbook kind info in a semi novel kind structure - effortless to learn and punctiliously stress-free. The booklet is great for individuals new to venture administration since it is entire with no being overly technical, that's, it covers a large variety of themes and ties them jointly to give a holistic method of undertaking administration. hence it will serve good for company education courses. Counter to that, the ebook can be a "should learn" for high managers - to remind them in their function in making a sound undertaking administration setting.

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I suspect that the great majority of them are quite weak on most of these traits, and this contributes to the problems encountered on so many projects. But the more desirable traits project managers possess, the more effective the managers will be. An interesting thing happened in the 1980s. The outside world came to realize that the key traits necessary to manage the work ef- The New Business Environment and a New Project Management 15 forts of modern enterprises are the very ones that project managers have possessed for decades (or millennia, if you want to include the pyramids, the Great Wall of China, and Hadrian’s Wall).

IBM’s experience with the PC has been repeated many times in organizations throughout the world. The new business environment demands that project managers see themselves as more than mere technical implementers. They are, first and foremost, businesspeople whose job is to satisfy their customers while conducting a profitable operation. • They possess the business skills and knowledge needed to operate effectively in the new business environment. Empowerment is very much rooted in competence. Managers who lack basic business and technical skills are not truly empowered to be effective.

TQM helped companies and government agencies orient their efforts to meeting customer needs and wants in an explicit and consistent way. Second, a strong customer focus increases the likelihood of repeat business. If the project staff do all they can to achieve customer satisfaction, their efforts will be appreciated by customers, who may well repay the attention by doing repeat business with the project team. Third, customer satisfaction means we can wrap up our projects more rapidly. Anyone who has had project experience has encountered the situation where customers refuse to sign off on the deliverable because they believe something is amiss.

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