Project management next generation : the pillars for organizational excellence / / Harold Kerzner, Al Zeitoun, and Ricardo Viana Vargas

• Record Nr.: UNINA9910677058803321
• Autore: Kerzner Harold
• Pubbl/distr/stampa: Hoboken, New Jersey : , : Wiley, , [2022]; ©2022
• ISBN: 1-119-83228-4; 1-119-83230-6; 1-119-83229-2
• Descrizione fisica: 1 online resource (514 pages)
• Disciplina: 658.404
• Soggetti: Organizational change; Project management
• Lingua di pubblicazione: Inglese
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Note generali: Includes index.
• Nota di contenuto: Cover -- Title Page -- Copyright Page -- Contents -- Preface -- Chapter 1 Pillar #1: Strategic Delivery Capability -- 1.0 Setting the Stage -- Excellence in Action: Strategy Management Services, Mayo Clinic -- Past, Present, and Future -- Spectrum of Strategy Management Services -- SMS Evolution -- Next-Generation Roadmap -- 1.1 Background -- 1.2 Line-of-Sight -- 1.3 Sustainable Competitive Advantage -- 1.4 High-Performance Teams -- 1.5 High-Performance Organizations -- 1.6 Strategic Competency -- 1.7 Background to Barriers -- Human Resources Barriers -- Legal Barriers -- Project Sponsorship Barriers -- Cost of Implementation Barriers -- Culture Barriers -- Project Management Office (PMO) Barriers -- Conclusion -- 1.8 Excellence in Action: Medtronic -- 1.9 Strategically Improving -- 1.10 Innovation in Action: Repsol -- 1.11 Strategic Agility -- 1.12 Excellence in Action: Merck Kgaa -- 1.13 Excellence in Action: Cisco -- Cisco Customer Experience - Project Management Role Evolution - Transformation in Action -- 1.14 Excellence in Action: Servicenow -- 1.15 Excellence in Action: Farm Credit Mid-America -- Tri-Focal Lens for Project Success -- Farm Credit Mid-America's Value-Driven Strategic Portfolio Management -- Operational Process Excellence ; Team -- Author Biographies -- 1.16 Excellence in Action: Project Management United -- What Might the Future of Project Management Look Like? -- Major Changes Expected in Project Management in the Upcoming Years -- How Do We Plan for the Future? -- Conclusions -- 1.17 Letter to Future Project Manager -- References -- Chapter 2 Pillar 2: Applying Project Management in Humanitarian and Social Initiatives -- 2.0 What Makes Humanitarian Projects Different? -- 2.1 The Impact of Project Management Practices in Humanitarian Projects.; 2.2 Excellence IN Action: Ambev: A Humanitarian Approach to Addressing Challenges During the Covid-19 Pandemia -- How Change Happened -- Challenges to Deal With -- More Than Donating Money, Donating Its Best Capabilities -- One Plus One Does Not Always Equal Two -- Project Management and Nonlocality -- The Extended View of the Project Value Chain -- Let's Go a Little Further -- Ecosystem in Project Management -- 2.3 Excellence in Action: Albert Einstein Hospital: Application of Project Management to Address the Covid-19 Health Crisis and Lessons Learned -- Introduction -- Planning Model -- Results -- Resumption Plan -- Lessons Learned -- 2.4 Excellence in Action: United Nations: Program Management for Humanitarian and Development Projects -- Introduction -- Principles -- Risk Context -- Complexity -- Design, Monitoring and Evaluation Frameworks -- Lift Case Background -- 2.5 16/6 Project in Haiti -- Case Background -- Identifying the Program -- Program Planning and Controls -- Lessons Learned -- 2.6 Conclusions -- References -- Chapter 3 Pillar #3: Project Management Is Creating Innovative Cultures -- 3.0 Background -- 3.1 Introducing the Innovative Culture Model -- 3.2 Balanced Alignment and Autonomy -- 3.3 Excellence in Action: Sunrise UPC -- The Cultural Shift from Project Manager to Project Leader -- 3.4 Innovation Competencies -- 3.5 Excellence in Action: Bosch -- Methods and Tools in Project Management Spread across Sectors and Industries -- Expansion of the Project Management Methods Toolbox -- Supporting IT Tools -- Project Roles -- Sponsor -- Project Manager -- Project Team -- Further Roles -- Qualification of Role Holders -- Project Management Backbone in Organizations -- Project Management Promoter -- Project Management Office (PMO) -- Organizational Development.; Project Mindset and Appreciation in the Enterprise as an Important Element of Entrepreneurship -- Conclusion -- 3.6 Blocking Off Time to Think -- 3.7 Excellence in Action: 3M -- 3.8 Refreshed Executive Role -- 3.9 Excellence in Action: General Motors -- 3.10 The Innovation Culture -- 3.11 Excellence in Action: Apple -- Background -- Conclusion -- 3.12 Projects as Innovation Labs -- 3.13 Excellence in Action: Samsung -- Background -- Conclusion -- 3.14 New Ways of Working -- 3.15 Excellence in Action: Siemens -- Master Complexity and Deliver Reliability with an Agile Product Driven Project Management Capability -- A Transparent, Systems Approach Enables a New Way -- Seven Best Practices -- 3.16 Readying and Sustaining Tomorrow's Excellence Cultures -- 3.17 A Future (Working) Day in the Life of the Program Manager -- 3.18 Excellence in Action: Solvo360 -- The Future of Project Management in Emerging Countries -- 3.19 Excellence in Action: Texas Instruments -- Background -- Conclusion -- Chapter 4 Pillar #4: Digitalization Is Central to Delivering Projects' Promises -- 4.0 Background -- 4.1 Excellence in Action: ASGC -- Derailers of Digital Transformation in the Construction Industry -- Fuzzy Definitions -- Confusion of the Economics of Digital Transformation -- Over Indexing on the Usual Threats -- Missing the Duality of Digital -- Building the Digital Talent and Required Skillsets -- Cultural Resistance -- Cybersecurity Concerns -- Collaboration Environment -- Ecosystem ; Integration -- Inadequate Identification of Corporates Strengths and Gaps -- Investment Competitiveness and Low-Profit Margins -- Focusing on Outputs Rather Than Business Outcomes -- Configuration/Change Management -- Scalability and Strategic Alignment -- 4.2 Digitalization and Projects Framework -- 4.3 Experimenting Capacity -- 4.4 Excellence in Action: ServiceNow.; Digital Workflows Are Essential to PMO Success -- Unifying Systems to Drive Capabilities -- Digital Transformation beyond the PMO -- 4.5 Context-Driven Planning -- 4.6 Excellence in Action: Progressive Insurance -- How Is Progressive Developing Its Project Managers and Project Delivery Organization for Its Digital Future? -- How Is Progressive Preparing Its Project Managers for the Future? -- 4.7 Co-Creation -- 4.8 Growth in Information Warehouses -- 4.9 Knowledge Repositories -- The Benefits of a Knowledge Repository -- Intangible Intellectual Capital Assets -- Categories of Knowledge -- 4.10 The Need for Business Intelligence Systems -- 4.11 Big Data -- 4.12 Top Seven Things to Consider When Choosing a BI Tool -- Visual Functionality and Presentation -- Integration -- Customization -- Mobility -- Training Requirements -- Pricing -- IT Support -- 4.13 Stop Treating Business Intelligence Projects as IT Projects -- Business Intelligence Is Not an IT Project but a Strategic Endeavor -- A Business Intelligence Project Is a Change Initiative -- Change Management Is Key to Business Intelligence Success -- Successful Dashboards Are Not Data Dumps -- What Should We Take from This? -- 4.14 Dashboards vs. Reports: Which One Should You Go With? -- What Exactly Is Reporting? -- What Are the Differences Between Reports and Dashboards? -- Enterprise Reporting -- Dashboards -- Ad-Hoc Reporting -- So, Which Should I Use? -- 4.15 Mapping Dashboards to Objectives -- Overview -- The To-Be, the As-Is, and the Gap -- How to Get There -- Validation -- 4.16 Virtual Teams Engagement -- 4.17 Excellence in Action: IBM -- Abstract -- Rise of Intelligent Automation -- The Skill Storm -- Future of Project Management -- 1. Embracing Intelligent Automation -- 2. Transforming Process, Methods, and Tools -- 3. Project Management Certification -- 4. Skills Development.; 5. The Future of Work -- Summation -- The Authors -- About IBM -- References -- 4.18 Outcomes-Focused Work -- 4.19 Excellence in Action: Dubai Customs -- Utilizing AI Virtual Assistant in Project Management -- 4.20 Ever-Changing Ways of Working -- 4.21 Excellence in Action: Wuttke &amp -- Team -- Citizen Development Project Management -- What Exactly Is Citizen Development? -- ShadowIT -- Citizen Development = Advantage IT -- Programming for the Ordinary Folks -- Digitization Needs Citizen Development -- Citizen Development and Citizen Development Project Management -- Citizen Project Management Is Agile -- Characteristics of Citizen Development Projects -- 4.22 Digitalization and Projects Path Forward -- Chapter 5 Pillar 5: Evolving Project Delivery Skills -- 5.0 The Changing Landscape -- 5.1 Problem Solving and Decision-Making -- Challenging Project Management Scenarios -- The Need for New Skills -- The Need for Information -- Problem Solving and Decision-Making in a Project Environment -- Real Versus Personality Problems -- Deciding Who Should Attend the Problem-Solving Meeting -- Deciding Who Should Attend the Decision-Making Meeting -- Creating a Meeting Framework -- Setting Limits -- Establishing Boundary Conditions -- Adaptive Decision-Making -- Innovative Decision-Making -- Pressured Decision-Making -- Decision-Making Meetings -- Advantages and Disadvantages of Group Decision-Making -- Decision-Making Mental Roadblocks -- Decision-Making Personal Biases -- The Danger of Making Hasty Decisions -- Decision-Making Styles -- Decision-; Making Tools -- Evaluating the Impact of a Decision -- The Time to Implement a Solution -- 5.2 Brainstorming -- Introduction -- Onsite Brainstorming -- Reasons for Failure -- The Need for Brainstorming Structure -- Virtual Brainstorming Sessions -- Decision-Making Characteristics -- Recommendations.; 5.3 Design Thinking.
• Sommario/riassunto: "Executives in public and private sectors around the globe are recognizing the benefits that effective project management can bring to their organizations. The landscape for project management is changing and organizations must make the necessary changes, especially changes in culture, in order to succeed. Project Management Next Generation: The Pillars for Organizational Excellence offers implementation strategies for the 11 pillars that are driving project management for the next decade as well as exclusive insights from world-class organizations on their vision for the future of project management. Written by true industry changemakers and thought leaders, Dr. Kerzner, Dr. Zeitoun, and Dr. Vargas, this title provides a strong balance of practical experience across programs, projects, and transformation initiatives. This is a must-have title for practicing project managers, as well as students in project management, innovation, and entrepreneurship programs. Each case study contains questions for discussion, and Instructors have access to extensive PowerPoint lecture slides by chapter and an Instructors Manual via the book's companion website"--

A critical account of Article 106(2) TFEU : government failure in public service provision

• Record Nr.: UNINA9910952277803321
• Autore: Burke Jarleth
• Pubbl/distr/stampa: Oxford [UK] ; ; Portland, Oregon : , : Hart Publishing, , 2018
• ISBN: 9781509912766; 1509912762; 9781509912735; 1509912738
• Descrizione fisica: 1 online resource
• Collana: Hart studies in competition law ; ; 18
• Disciplina: 343.2408
• Soggetti: Restraint of trade - European Union countries; Trade regulation - European Union countries
• Lingua di pubblicazione: Inglese
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Nota di bibliografia: Includes bibliographical references and index.
• Nota di contenuto: In the general interest? -- The pathology of government failure -- The contestation and indeterminacy of Article 106(2) -- A most contingent exemption -- Government failure in assessing market feasibility -- Government failure in disapplication review -- Contours of a better exemption.
• Sommario/riassunto: A Critical Account of Article 106(2) TFEU: Government Failure in Public Service Provision offers a sceptical perspective on how EU law applies to public services. Article 106(2) provides that other Treaty rules may be disapplied in order to sustain a Service of General Economic Interest (SGEI). The rhetorical presentation of Article 106(2) is as a strict exception. As a result, Article 106(2) is often presented as a threat to Europe's public service tradition. This book challenges those shibboleths by using the concept of government failure. It is concerned with instances of government intervention that are unnecessary, generate avoidable inefficiencies, or that can be bettered so as to realise general interest goals more efficaciously. As an element of the government failure critique, a market feasibility test incorporating the concept of market failure is used to expose laxity in the review of general interests under Article 106(2). Complementing that, the ; process of disapplying other Treaty rules under Article 106(2) is shown to have evolved from being strict to being highly indulgent of SGEI providers, with a relatively recent but only partial correction post Altmark. Overall, the strict exception label for Article 106(2) does not hold. Moreover, it is contingent and presents no legitimate general interest related threat to the organisation and delivery of public services. A comprehensive re-orientation of Article 106(2) on issues of proof is required, as is greater reliance on market counterfactuals, and much more careful separation of objectives and means in SGEI operation and design. Through these measures, the toleration of government failure can be stemmed and Article 106(2)'s contingency reduced