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About this product
- Author(s)Barry L. Cross,M. Kathryn Brohman
- PublisherApple Academic Press Inc.
- Date of Publication07/07/2014
- Place of PublicationOakville
- Country of PublicationCanada
- ImprintApple Academic Press Inc.
- Content Note43 black & white illustrations, 5 black & white tables
- Weight486 g
- Width156 mm
- Height235 mm
- Spine18 mm
- Format DetailsUnsewn / adhesive bound
- Table Of ContentsThe Project Environment Cooking with Campbell's: DuPont Goes Downstream in the Le Menu Dinner Why Projects Fail The England-France Channel Tunnel (Chunnel) Project Why Projects Fail The Case for Project Leadership The Adaptive Project Leadership Model Why Project Leadership Is Important: Redux Assessing the Need for Project Leadership The 92nd Grey Cup (2004): A Case in Project Leadership Project Oversight and Visibility Leadership through the Intersection Points Leadership through Effective Oversight and Visibility Oversight and Visibility at Access Copyright The Paradox of Project Control The Need for Control The Project Leadership Gap and the Paradox of Control Establishing Effective Project Control Institutionalization: Moving from Leadership to Organizational Control Four Systems of Organizational Control Effective Decision Control Managing the Paradox: IT Project Delivery in the Canadian Government Risk and Crisis Management The Steps in Risk Management Crisis Management Project Timing and Acceleration Barriers to Effective Project Estimates Increasing Estimate Accuracy Project Acceleration Strategy, Execution, and the Operating Plan Project Visibility and Reinforcing Strategy: The Operating Plan Building an Adaptive Project Organization What Is an Adaptive Organization? Moving from Order to Adaptive The Anatomy of an Adaptive Project Organization Building an Adaptive Project Organization at Bright Star Appendix A: Project Leadership Organizational Self-Assessment Project Leadership Assessment Analyzing Your Results Appendix B: Failure Mode and Effects Analysis Endnotes Index
- Author BiographyBarry Cross' career spans over 25 years of industry, teaching and consulting experience. He joined Queen's University in 2006 after spending 18 years in various Executive and Management positions with Magna International, Autosystems Manufacturing and DuPont. While in Industry, Mr. Cross led many key strategic initiatives, including the development of significant projects in Asia, Brazil, Mexico, and Europe. Mr. Cross now teaches at Queen's School of Business at the Undergraduate and Graduate levels in Operations Management, Service Management, and Project Management. At the Executive level, he speaks regularly on Lean, Innovation, Execution, Operations and Project Management. His speaking and consulting clients include Deloitte, Samsung, Encana and others. He has an MBA from Queen's University and a Bachelor of Science degree from the University of Waterloo. He has published numerous articles and is quoted widely in radio, television and the written media. He is the bestselling author of Lean Innovation: Understanding What's Next in Today's Economy (Taylor and Francis, 2012). Kathryn Brohman's career started as a marketing manager with Sun Microsystems of Canada. She went on to pursue her Ph.D. in information systems at the Richard Ivey School of Business, University of Western Ontario where she spent four years working with systems development teams both at the university as well as with organizations including Sun Microsystems, Oracle Corporation, and the Bank of Montreal. Dr. Brohman is now an Associate professor at Queen's School of Business. Her leading edge research focuses on enabling business strategy with technology with a specific focus on project governance and control and IT-enabled resilient organizational design. She has published her work in premier journals including the Decision Sciences, Harvard Business Review, MIS Quarterly Executive, and Communications of the ACM. Kathryn's primary teaching interests are strategy execution, project leadership, project management and IT-enabled service innovation. She regularly collaborates with organizations by providing assessment and coaching to improve organizational project management and leadership capabilities. She has worked with a number of organizations on PMO design and enabling other formal mechanisms adaptive project control including Cargill, Empire Financial, Butterball Farms Inc., Access Copyright, and Queen's University.
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