Creating an Environment for Successful Projects: The Quest to Manage Project Management (Jossey-Bass Business & Management) [Hardcover]

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

"Creating an Environment for Successful Projects became our bible for program leadership during PMO startup and continues to be a fundamental part of our thinking as we work to attain recognition as a truly project–based organization."
— Colonel Gary LaGassey, project office program manager for U.S. Air Force base in Aviano, Italy

"The authors describe what others have achieved, and they tell how to get started. Yet, I find the book′s best content not in what or how, but in why. The book is rich with examples of why typical management behavior interferes with new product development. It clearly explains why upper managers are fearful, why corporate communications are so often poor, and yes, how to fix such things. The goal is to give project managers the freedom, training, and support to run rather autonomous and effective new product development programs."
— John D. Trudel, Journal of Management Consulting

"Crisp execution of projects is critical to the survival of today′s organizations. This practical book is filled with ideas and examples that will teach you how to build project management competence in your organization."
— Lewis E. Platt, former chairman, president, and CEO, Hewlett–Packard Company

Since it was first published in 1997, Creating an Environment for Successful Projects has become a landmark work that shows how to develop project management as an organizational practice. This second edition offers solid, results–oriented advice on how upper management can create an environment that supports the success of special projects and the development of new products. The book also includes a wealth of examples from the authors′ workshop participants and readers of the first edition who have successfully implemented these concepts within their organizations. New in the second edition:

• Ideas and practices about portfolio management to achieve greater overall success from a portfolio of projects
• Advice for helping project teams come together to become more effective
• Information for developing the chief project officer
• Suggestions for implementing project management information systems
• More descriptions about organizations and people who have used these principles to develop vastly improved environments

Critical to the continued growth of any organization is the development of new products, new procedures, new reward systems, new features to old products, and new businesses. The very future of a company rides on the success or failure of its project management process.In Creating an Environment for Successful Projects, Robert J. Graham and Randall L. Englund zero in on the key to successful product innovation and development?the creation of the project–based organization. This hands–on resource offers managers the cutting–edge information and effective tools they need to support and sustain the project management climate that is so vital to organizational growth.Filled with illustrative examples from such thriving firms as Hewlett–Packard and General Electric, Creating an Environment for Successful Projects outlines exactly what key managers need to do to support successful projects within their own organizations no matter how large or small. Graham and Englund offer vital information on topics that cover the broad scope of managing project management, including how to:? Set a project deadline and allow time for planning and creativity? Avoid common pitfalls such as pulling people off of core teams? Select the right person for the crucial role of project manager? Implement an original approach to information systems within the organization? Learn from past projects by using the book′s Project Retrospective Form? Implement the highly successful Hewlett–Packard project management initiative process in the organization.Throughout this information–packed book, the authors maintain a personal and often humorous approach to the serious business of successfully managing project management. --This text refers to an out of print or unavailable edition of this title.

The Second Edition of Graham and Englund’s Classic Book

Since it was first published in 1997, Creating an Environment for Successful Projects has become a landmark work that shows how to develop project management as an organizational practice. This second edition offers solid, results–oriented advice on how upper management can create an environment that supports the success of projects and the development of new products. The book also includes a wealth of examples from the authors’ workshop participants and readers of the first edition who have successfully implemented these concepts within their organizations. New in the second edition:

• Ideas and practices about portfolio management to achieve greater overall success from a portfolio of projects
• Advice for helping project teams come together to become more effective
• Information for developing the chief project officer
• Suggestions for implementing project management information systems
• More descriptions about organizations and people who have used these principles to develop vastly improved environments

Praise for the First Edition of Creating an Environment for Successful Projects

"Creating an Environment for Successful Projects became our bible for program leadership during PMO startup and continues to be a fundamental part of our thinking as we work to attain recognition as a truly project–based organization."
Colonel Gary LaGassey, project office program manager for U.S. Air Force base in Aviano, Italy

"The authors describe what others have achieved, and they tell how to get started. Yet, I find the book’s best content not in what or how, but in why. The book is rich with examples of why typical management behavior interferes with new product development. It clearly explains why upper managers are fearful, why corporate communications are so often poor, and yes, how to fix such things. The goal is to give project managers the freedom, training, and support to run rather autonomous and effective new product development programs."
John D. Trudel, Journal of Management Consulting

"Crisp execution of projects is critical to the survival of today’s organizations. This practical book is filled with ideas and examples that will teach you how to build project management competence in your organization."
Lewis E. Platt, former chairman, president, and CEO, Hewlett–Packard Company

Robert J. Graham is an independent project management consultant and was a senior associate with the Strategic Management Group. He taught at the Wharton School of the University of Pennsylvania and is coauthor of The Project Manager’s MBA, from Jossey–Bass.

Randall L. Englund was a senior project manager with Hewlett–Packard and a member of its corporate Project Management Initiative team. He serves as an independent executive consultant guiding managers and teams to implement an organic approach to project management.