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Record Nr. |
UNINA9911018780503321 |
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Autore |
Zeitoun Al |
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Titolo |
Creating Experience-Driven Organizational Culture : How to Drive Transformative Change with Project and Portfolio Management |
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Pubbl/distr/stampa |
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Newark : , : John Wiley & Sons, Incorporated, , 2024 |
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©2025 |
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ISBN |
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9781394257041 |
139425704X |
9781394257034 |
1394257031 |
9781394257027 |
1394257023 |
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Edizione |
[1st ed.] |
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Descrizione fisica |
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1 online resource (302 pages) |
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Disciplina |
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Soggetti |
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Organizational change - Management |
Project management |
Corporate culture |
Organizational change |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Nota di contenuto |
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Cover -- Title Page -- Copyright -- Contents -- Preface -- Background: What Inspired This Book -- Part I Experience‐Driven Innovation with Portfolio of Projects -- Section Overview -- Section Learnings -- Introduction -- Chapter 1 Innovation in the World of Projects -- 1.1 The Holistic View -- 1.1.1 Developing the Holistic View -- 1.1.2 Connecting to the Movies -- 1.2 Portfolios of Projects Matter -- 1.3 The Speed of Innovating -- 1.4 Managing Transformation Matters -- 1.5 The New Strategist -- 1.6 Collaborating Across Diverse Views -- 1.7 Aligning Stakeholders -- 1.8 Championing Innovation -- Reference -- Chapter 2 Creating Experiences -- 2.1 The Changing Ways of Working -- 2.2 Experiences Matter -- 2.3 Innovation Labs -- 2.4 Creating a Connected Ecosystem -- 2.5 Thinking Culture -- Reference -- Chapter 3 Driving Integration -- 3.1 The Portfolio, |
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Program, and Project Link -- 3.2 The Portfolio Management Professional -- 3.3 The Value Focus -- 3.4 Integrating with Simplicity -- 3.4.1 Introduction -- 3.4.2 The Program Way -- 3.4.3 The Program Way Letter to Future Program Managers -- 3.4.4 The Program Way's Future Conductor -- 3.4.5 The Holistic View of the Program Way -- 3.4.6 The Path Forward -- 3.5 Integrating Stories -- Reference -- Part II Essential Skills to Lead Experience‐Driven Cultures -- Section Overview -- Section Learnings -- Introduction -- Chapter 4 Project Impact Muscle -- 4.1 The Future of Work -- 4.2 Leading Projects -- 4.3 Impact Matters -- 4.3.1 Introduction -- 4.3.2 Forecasting Changes to the Role of the Project Manager -- 4.3.3 Drivers for Role Change -- 4.3.4 Types of Projects -- 4.3.5 Making Business Decisions -- 4.3.6 The Fuzzy Front End (FFE) -- 4.3.7 New Metrics -- 4.3.8 Methodologies -- 4.3.9 Leadership -- 4.3.10 Change Management -- 4.3.11 Crisis Management -- 4.3.12 The Path Forward -- 4.4 Building Project Muscles. |
Reference -- Chapter 5 Effective Experiencing -- 5.1 Experience‐Driven Features -- 5.2 Continual Adapting -- 5.3 Social Leadership -- 5.4 Creating a New Mindset -- 5.5 Sustaining Creativity -- Reference -- Chapter 6 Human Connection -- 6.1 The Power of Bridging -- 6.2 Communicating with Impact -- 6.3 The Portfolio Success Link -- 6.4 Experience‐Driven Mastery -- 6.5 The Inspiring Leader -- 6.5.1 Introduction -- 6.5.2 Servant Leadership Matters -- 6.5.3 Crisis Leadership is a Difference Maker -- 6.5.4 Inspirational Leadership -- 6.5.5 The Path Forward -- References -- Chapter 7 Digital Fluency -- 7.1 AI Has Many Edges -- 7.2 The Digital Experience -- 7.3 Innovating with Intelligence -- 7.4 Creating the New Human -- 7.4.1 Introduction -- 7.4.2 The Estimating Challenges -- 7.4.3 Overcoming Estimating Challenges -- 7.4.4 The Need for Knowledge Repositories -- 7.4.5 Intangible Intellectual Capital Assets -- 7.4.6 Categories of Knowledge -- 7.4.7 The Need for Business Intelligence Systems -- 7.4.8 Big Data -- 7.4.9 The Path Forward -- 7.5 The New Human Attributes -- 7.6 Achieving Balance -- Reference -- Part III Creating Experience‐Driven Cultures with Enterprise Portfolio Management Muscles -- Section Overview -- Section Learnings -- Introduction -- Chapter 8 Building the Experience‐Driven Culture -- 8.1 Success Ingredients -- 8.2 Tone Matters -- 8.3 Value‐Based Decision‐Making -- 8.3.1 Introduction -- 8.3.2 Experience Focused PPM -- 8.3.3 Impact of Innovation on Decision‐Making -- 8.3.4 Customer Focused Decision‐Making Metrics -- 8.3.5 The Path Forward -- 8.4 Building Momentum -- References -- Chapter 9 Sustaining Cultural Excellence -- 9.1 Simplicity of Powerful Culture Ethos -- 9.2 Resiliency in Leadership -- 9.3 The Ownership Culture -- 9.4 Trust Foundation Building -- 9.5 Sustaining Supporting Behaviors. |
Chapter 10 Enterprise Portfolio Management Muscles -- 10.1 The Portfolio Management Ecosystem -- 10.2 The Critical Skills for Portfolio Management -- 10.2.1 Introduction -- 10.2.2 The Strategic Benefits of Good Project/Program Management -- 10.2.3 Operating Models of the Future -- 10.2.4 Organizing of Future Projects -- 10.2.5 Strategic Focus Shifts -- 10.2.6 The Path Forward -- 10.3 Aligning the Enterprise -- 10.4 Decision‐Making Excellence -- 10.5 Portfolio Management Maturity -- 10.5.1 The Maturing Culture -- 10.5.2 The Supporting Cultural Attributes -- 10.5.3 Portfolio Muscles Building -- Chapter 11 The Adaptable Future Organization -- 11.1 The Dynamic State of Tomorrow's Organizations -- 11.2 The Future Organizational Attributes -- 11.2.1 The Importance of Project Management Best Practices -- 11.2.2 Definition of a Best Practice -- 11.2.3 Sources of Best Practices -- 11.2.4 Validation of Best Practices -- 11.2.5 |
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Classification of Best Practices -- 11.2.6 Management of Best Practices -- 11.2.7 Revalidation of Best Practices -- 11.2.8 Utilization of Best Practices -- 11.2.9 Knowledge Transfer -- 11.2.10 Sustainment -- 11.2.11 What Does the Next Decade Hold for Best Practices? -- 11.2.12 Conclusion -- 11.3 The Adapting Value -- 11.4 Balancing Steadiness with Change -- 11.5 Co‐Created Execution Plans -- 11.6 Strategic Consistency -- Part IV The Path Forward -- Section Overview -- S4.1 Strategic Opportunities -- S4.1.1 Background -- S4.1.2 Understanding Pain Points -- S4.1.3 Traditional Pain Points -- S4.1.4 Customer Communications as Seen by the Contractor or a Third Party -- S4.1.5 Customer Communications as Seen by DoD -- S4.1.6 Project Management Becomes a Career Path Position -- S4.1.7 Project Sponsorship -- S4.1.8 Standardization of Processes -- S4.1.9 Finding Other Applications for Project Management. |
S4.1.10 Twenty‐First Century Pain Points Appear -- S4.1.11 The EVMS Becomes a Dinosaur -- S4.1.12 Executive Support for the New Metrics Management Programs -- S4.1.13 The Growth of New Flexible Methodologies -- S4.1.14 The Path Forward -- S4.1.15 Culture: Anchoring of New Ways of Running Projects -- S4.1.16 Principles: The New Fork in the Road -- S4.1.17 The Human: The Most Stretched Side of the Coin -- S4.1.18 Digital: The Creator of Time to Think Again for a Change -- S4.1.19 Conclusion -- S4.2 Secrets for Leading and Driving -- S4.2.1 Introduction -- S4.2.2 The Journey of Selecting the Project Manager -- S4.2.3 Educating Project Managers -- S4.2.4 Preparing Project Managers -- S4.2.5 Additional Learning Along the Journey -- S4.2.6 Stakeholders Project Management Knowledge -- S4.2.7 The Path Forward -- S4.3 Successful Transformations -- S4.3.1 Defining Success -- S4.3.2 Role of the Project Sponsor -- S4.3.3 The Project Sponsor/Project Manager Working Relationship -- S4.3.4 Customer Communications -- S4.3.5 Information is Power -- S4.3.6 Sponsorship Growth -- S4.3.7 Educating Sponsors -- S4.3.8 The Fear of Becoming a Sponsor -- S4.3.9 Sponsor's Role in Project Staffing -- S4.3.10 Sponsorship Staffing with a Hidden Agenda -- S4.3.11 Making Unrealistic Promises to the Customers -- S4.3.12 Not Wanting to Hear any Bad News -- S4.3.13 Lessons Learned -- S4.3.14 The Need for Sponsorship Standards -- S4.3.15 The Path Forward -- References -- S4.4 A Booz Allen Secret Sauce Example -- S4.4.1 Introduction -- S4.4.2 Starting with Integration Philosophy and Strategy -- S4.4.3 Tools and Techniques -- S4.4.4 Conclusion -- S4.5 Innovation Excellence -- S4.5.1 The Need for an Innovation Unit -- S4.5.2 The Birth of "Skunk Works" -- S4.5.3 Challenges with "Skunk Works" Growth. |
S4.5.4 Kelly's 14 Rules and Practices at Skunk WorksThe rules can be found at lockheedmartin.com/us/aeronautics/skunkworks/14rules.html. -- S4.5.5 Project Management Practices Within Skunk Works -- S4.5.6 Conclusion -- Index -- EULA. |
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Sommario/riassunto |
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"The future of work is becoming one of the top priorities professionals and leaders invest in to understand and shape their organizations. Over the next decade, a dedicated focus on creating a fitting experience-driven culture is expected. It is now clearer than ever that it is not just Artificial Intelligence, or even connecting the real and virtual, that are the only ingredients to expediting and scaling change, but it is culture that will energize and sustain the achievement of strategic benefits in the long run. This topic creates the foundation for understanding the principles of what an experience-driven culture looks like"-- |
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