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Creating an Environment for Successful Projects, 2nd Edition Hardcover – December 1, 2003

ISBN-13: 978-0787969660 ISBN-10: 0787969664 Edition: 2nd

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Product Details

  • Hardcover: 336 pages
  • Publisher: Jossey-Bass; 2 edition (December 1, 2003)
  • Language: English
  • ISBN-10: 0787969664
  • ISBN-13: 978-0787969660
  • Product Dimensions: 9.1 x 7.9 x 1.2 inches
  • Shipping Weight: 1.1 pounds (View shipping rates and policies)
  • Average Customer Review: 4.4 out of 5 stars  See all reviews (12 customer reviews)
  • Amazon Best Sellers Rank: #1,141,668 in Books (See Top 100 in Books)

Editorial Reviews

Amazon.com Review

Management consultants Robert Graham and Randall Englund believe that the development and launch of successful new products and services hinges on the formation of a thoroughly integrated, "project-based" organization. In Creating an Environment for Successful Projects: The Quest to Manage Project Management, they use the experiences of Hewlett-Packard, AT&T, General Electric, United Airlines, and other notable firms to show what they mean. They also demonstrate how upper managers can cultivate such an atmosphere in their own enterprises and avoid the failures that otherwise threaten their corporate survival. --This text refers to an alternate Hardcover edition.

Review

"The authors discuss some excellent organizational best practices and provide steps to achieve them." (Journal of Product Innovation Management; 1/1/2005)

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Most Helpful Customer Reviews

22 of 22 people found the following review helpful By bnicodemus@rpm.com on May 14, 1998
Format: Hardcover
Most PM books focus on those things the PM is supposed to control: cost, schedule performance, quality. This book posits that there are many factors OUTSIDE of the project manager's control that prevent project success. The PM spends more time dealing with external issues than managing the project team. Managers of PMs must "create an environment for successful projects", by essentially identifying and eliminating environmental barriers to project success, so the PM can focus on managing the project and the project team. Intended for managers of a manager of PMs. Also a good book if you're a PM consultant or a manager of a project-oriented department containing several PMs and project teams. My only real criticism is that there's a fair bit of consultant-speak psychobabble in the book. In spite of that, there's enough solid info in the book to make it a worthwhile read. Recommended.
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26 of 27 people found the following review helpful By A Customer on January 12, 1999
Format: Hardcover
This book was reviewed in "The Journal of Product Innovation Management" May 1998, an international publication of the Product Development & Management Association (PDMA):
A book which discusses how companies can effectively create a healthier and more nurturing environment for product development, based on companies like Hewlett-Packard, DuPont, Raychem and others.
"As the title implies, this book is about managing project management, not about managing projects - an important concept... Its purpose is to get upper management to understand how and why to develop project management as an organizational competency... Relevant across industries from high tech to low, from product to service, and from consumer to industrial or business-to-business... Its key strengths are: 1) its comprehensive treatment of key issues from the role of strategic direction across the project portfolio to the need for cultivating project management learning; 2) its practical recommendations for change; and 3) its easy-to-read examples... The book is well organized with an overview chapter that includes a call to action and an overview of the remaining chapters. The next seven chapters go on to describe each of the elements of creating an environment for success projects. Laid out as pieces of a complete puzzle to signal their importance as a system" (Mark Deck, Pittiglio Rabin Todd & McGrath, May 1998)
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16 of 16 people found the following review helpful By jamesmc@lucent.com on September 30, 1997
Format: Hardcover
This book, by 2 authors who are very knowledgeable and well respected, is unique. It is the only book that I have been able to find on the subject of project management for people who are managers of project managers. It contains enough (but not too much) material to describe what project management is---and what it is not. If upper managers read the book and pay attention to its contents by implementing some of its recommendations the lives of people managing projects in their organizations are likely to become more fulfilling, and project management will be of more value to the parent organization. The book also provides some insight into one of the US's more successful corporations, Hewlett-Packard, from which the authors draw many of their examples. A job well done!
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8 of 8 people found the following review helpful By Glenn A. Carleton on April 7, 2002
Format: Hardcover Verified Purchase
One of the better books on project management, the focus is not so much on specific best practices for project managers to implement on their own within their teams, but how upper management can create an environment that is conducive to project success. This book is exceptionally good at helping to understand how management causes organizational perversity - mucking things up by applying departmental best practices that are totally inappropriate and bad practices for project teams. Great insights into how this happens without upper managers being aware they are doing the opposite of what they intend. Could be used by a Project Office to convince upper management that they might be the main problem that keeps other best practices from being effective. It also highlights those areas where you can get the most leverage, most out of your efforts to get an organization to improve its overall project management effectiveness.
Amazing how a book written in 1997 seems like it was written for current times.
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5 of 5 people found the following review helpful By A Customer on February 9, 2001
Format: Hardcover
If you want to understand the underpinnings of what makes projects work or not ... this book is a "must read".
It is full of the kind of plain yet profound logic that my grandmother used to pass on to me when I was child. It just made so much practical sense ... .
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4 of 4 people found the following review helpful By R. Banks on December 22, 2001
Format: Hardcover
As a project management consultant, I get asked alot 'how do I implement PM into my company'. There is no one cookie-cutter approach to this since every company is different. There is also no one book out there that adequately covers this subject. This book is the closest thing that there is. If you are looking for a good coverage of the things that you need to be aware of in implementing PM into your company, this book is a good start. It is also well suited for executives looking to implement PM into a company who are curious what PM involves - since a major problem in implementing PM into a company quite often involves executives who are unaware or unconcerned what their responsibilites are for PM. All in all, a useful book that I have used extensively for clients.
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