Publisher's Synopsis
Finally, a book that fills the void on how to develop project management as an organizational practice. Using the enviable processes already in place at Hewlett–Packard and other progressive companies as touchstones, Graham and Englund serve up solid, results–oriented advice on how upper management can create an environment that supports the success of special projects, especially the development of new products. Building on an incisive examination of the critical role upper–tier management plays in the overall success of projects, the authors show managers exactly what they must do to support the process and implement project management as an organization–wide directive. Packed with leading–edge, real–world examples, a sample project review and other tools, this book will help your organization make and sustain the cultural changes that encourage a project manager′s best work.
