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Creating an Environment for Successful Projects
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  • Wiley

More About This Title Creating an Environment for Successful Projects

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Since it was first published in 1997, Creating an Environment for Successful Projects has become a landmark work that shows how to develop project management as an organizational practice. This second edition offers solid, results-oriented advice on how upper management can create an environment that supports the success of special projects and the development of new products. The book also includes a wealth of examples from the authors' workshop participants and readers of the first edition who have successfully implemented these concepts within their organizations. New in the second edition:
  • Ideas and practices about portfolio management to achieve greater overall success from a portfolio of projects
  • Advice for helping project teams come together to become more effective
  • Information for developing the chief project officer
  • Suggestions for implementing project management information systems
  • More descriptions about organizations and people who have used these principles to develop vastly improved environments
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Robert J. Graham is an independent project management consultant and was a senior associate with the Strategic Management Group. He taught at the Wharton School of the University of Pennsylvania and is coauthor of The Project Manager’s MBA, from Jossey-Bass.

Randall L. Englund was a senior project manager with Hewlett-Packard and a member of its corporate Project Management Initiative team. He serves as an independent executive consultant guiding managers and teams to implement an organic approach to project management.

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Foreword xi
Judd Kuehn

Preface to the Second Edition xv

Preface to the First Edition xxi

The Authors xxv

1 Leading the Change to a Project-Based Organization 1

2 Giving Projects a Strategic Emphasis 37

3 How Upper Managers Infl uence Project Success 77

4 Developing and Supporting Core Teams for Project Success 109

5 Organizing the Project Management Effort 139

6 Developing the Project Management Information Systems 163

7 Selecting and Developing the Project Manager 187

8 Developing a Project Management Learning Organization 209

9 Developing a Project Management Initiative 239

10 Creating an Environment for Successful Projects in Your Organization 263

Epilogue: Leadership in Evolving Project-Based Organizations 287

References 295

Index 301

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"The authors discuss some excellent organizational best practices and provide steps to achieve them." (Journal of Product Innovation Management; 1/1/2005) "Creating an Environment for Successful Projects became our bible for program leadership during PMO startup and continues to be a fundamental part of our thinking as we work to attain recognition as a truly project-based organization."
— Colonel Gary LaGassey, project office program manager for U.S. Air Force base in Aviano, Italy

"The authors describe what others have achieved, and they tell how to get started. Yet, I find the book's best content not in what or how, but in why. The book is rich with examples of why typical management behavior interferes with new product development. It clearly explains why upper managers are fearful, why corporate communications are so often poor, and yes, how to fix such things. The goal is to give project managers the freedom, training, and support to run rather autonomous and effective new product development programs."
— John D. Trudel, Journal of Management Consulting

"Crisp execution of projects is critical to the survival of today's organizations. This practical book is filled with ideas and examples that will teach you how to build project management competence in your organization."
— Lewis E. Platt, former chairman, president, and CEO, Hewlett-Packard Company

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