Leading and Managing Innovation: What Every Executive Team Must Know about Project, Program, and Portfolio Management, Second Edition (Best Practices

Leading and Managing Innovation: What Every Executive Team Must Know about Project, Program, and Portfolio Management, Second Edition (Best Practices

By: Russell D. Archibald (author), Shane Archibald (author)Paperback

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The primary cause of many project failures is that responsible executives, because of their lack of knowledge in project management, fail to demand that their managers and staff properly utilize the well-proven best practices, processes, systems, and tools that are now available in this field. This book remedies this situation by providing executives at all levels with the understanding and knowledge needed to best take advantage of the power of effective project management and thereby lead and manage innovations within their enterprise. In Leading and Managing Innovation: What Every Executive Team Must Know about Project, Program, and Portfolio Management, Second Edition, the authors present concise descriptions of The key concepts underlying project and program management The important characteristics of projects and programs How projects and programs are best governed and managed How to determine if the desired benefits have actually been achieved The book presents a list of 31 reasonable demands that executives can and must place on their staff members to ensure excellence in the way their programs and projects are created, selected for funding, planned, and executed. Placing these demands communicates to the entire enterprise that top management understands what it takes to achieve the best performance possible and fully supports the continuous improvement needed to ensure continued success. Leading and Managing Innovation explains how to measure the project management maturity level of an enterprise, benchmark against competitors, and identify where project management improvements are required. It discusses the many ways that an enterprise can derive substantial success and competitive advantage from increasing its project management maturity level. A helpful quick reference summary of all of the book's key information is included in the final chapter. Armed with this information, you will be well-qualified to give excellent direction to your managers and staff to ensure that your vital capability in the field of project management-and how you manage innovation-is equal to or better than that of your competitors.

About Author

Russell Archibald is a globally recognized author, consultant, and lecturer on project management with a career spanning more than 65 years. He has broad international experience in engineering, operations, program and project management as Management Consultant (Archibald Associates, Booz-Allen-Hamilton, CPM Systems, Inc.), Corporate Executive (Bendix, ITT), and Military/Aerospace leader (USAF Senior Pilot, Hughes Aircraft, Aerojet-General.) He has consulted to a wide variety of large and small organizations in many industries worldwide. Russ is a Fellow and Certified Project Management Professional (PMP) of the Project Management Institute (PMI (R)) (member No. 6, one of the five original members) and an Honorary Fellow of the Association of Project Management (APM) in the UK. He holds Bachelor of Science (University of Missouri, 1948) and Master of Science (University of Texas, Austin, 1956) degrees in Mechanical Engineering. As a pioneer in the field, Russ received an honorary PhD in strategy, program, and project management from the Ecole Superieure de Commerce de Lille (ESC-Lille), France, in 2005, and earned the Jim O'Brien Lifetime Achievement Award from the PMI College of Scheduling in 2006. Shane Archibald has 20 years of experience in the development and implementation of advanced, integrated project management processes and systems on large, complex projects and programs in several industries and governmental agencies. Most recently, he implemented the first phase of Project Controls applications and procedures for a large, international, heavy equipment design-manufacture-installation corporation, including advanced planning, scheduling, cost management, contract management, change management, and risk management processes.


Innovations Are Achieved through Projects Importance of Innovation Systemic versus Incremental Innovation Creativity and Innovation All Significant Innovations Are Achieved through Projects Structured, Well-Managed Innovation Steve Jobs, the Computer Mouse, and Innovation through Project Management How DARPA and Google Achieve Significant Innovations What All Executives Must Know about Project Management The Essence of the Key Project Management Concepts Project Management versus Operations Management Three Underlying Concepts of Project Management The Objectives of Project Management Are Two-Fold Strategic Transformative versus Traditional or Routine Projects Strategic Transformative Programs Project-Driven versus Project-Dependent Enterprises Origins of Projects: The Incubation/Feasibility Phase Post-Project Evaluation Phase Categories and Characteristics of Projects The Need for Categorizing Projects and Programs Methods of Project Categorization The Project Diamond Model to Distinguish between Projects Categorizing by a Project's Products and/or Other Results Project Portfolio Management Types of Project Portfolios Three Types of Innovation Investments Project Portfolio Management Process The Power of Portfolio Management Published Guides and Standards for Project Portfolio Management Project Portfolio Management Information System Applications Project Management Offices (PMOs) The Chief Projects Officer (CPO) Role Implementation and Evolution of PMOs Alternative Charters for PMOs Problems and Pitfalls with PMOs Assuring Success of PMO Implementation Managing Individual Projects The Project Manager Project Controls Success Driven Project Management/SDPM Methodology Evaluating Success in Project Management What Executives Must Demand to Achieve Effective Project Management Why Executives Have Failed to Recognize the Vital Nature of Project Management Executives' Lack of Understanding of Project Management Is a Primary Cause of Project Failures Maturity of Organizations in Project Management Project Management Maturity Can Be Viewed from Three Perspectives Importance of Measuring PM Capability Maturity 2014 Brazil PM Maturity Research Results Development of the Profession of Project Management Origins of Modern Project Management Project Management Associations, Standards and Certifications University Degrees in Project Management Summary: What All Executives Need to Know All Innovations Are Achieved through Projects Project Management Concepts Projects and Programs Project Portfolio Management Project Management Offices (PMOs) Managing Individual Major Projects Demanding Excellence in Project Management Maturity of Organizations in Project Management Development of the Profession of Project Management

Product Details

  • ISBN13: 9781498751209
  • Format: Paperback
  • Number Of Pages: 104
  • ID: 9781498751209
  • weight: 249
  • ISBN10: 1498751202
  • edition: 2nd New edition

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