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pavelko thomas - project and program turnaround

Project and Program Turnaround




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Dettagli

Genere:Libro
Lingua: Inglese
Pubblicazione: 02/2017
Edizione: 1° edizione





Note Editore

The U.S. economy thrives on the development of new products, new systems, and new processes. Usually, these advances start as a flash of inspiration by highly creative individuals. It is complex and difficult to go from initial inspiration to a final product, process, or system. So it is not surprising that approximately one out of every four development programs fails. A development program or project in trouble is distinct from a program encountering typical development difficulties. Such a program or project can appear to be in free fall. This book identifies the essential fundamentals for executing a program or project turnaround effectively. These fundamentals include: Clearly identifying the next critical accomplishment needed for success Assigning responsibility for each program task to one person Capitalizing on colocation and face-to-face communication Recruiting problem solvers Wining commitment from team members Using team accomplishments to propel high team morale The guidance provided in this book is applicable to all program or project genres, including manufacturing, nonprofit work, education, medicine, investment management, and municipal management. Software has become a great part of both providing product functionality and assisting with managing product development. A special chapter devoted to software development dispels common misconceptions and provides guidance for turning around this special type of project or program. This book is a highly valuable source of insight for a wide range of readers, including management professionals, business students, and executive managers. Every member of a product or project development team will find its recommendations to be of high value.




Sommario

Great Program! But What’s Wrong?Programs Are Like SpeedboatsHow a Development Program Is Defined in This BookWhat Does It Look Like When the Development Team Cannot Do Their BestWhy Did This Happen?Innocent Leadership Mistakes While Trying to Make It RightWho Leads the Turnaround?Who Initiates the Turnaround?Qualifications Needed to Lead a TurnaroundWhere Do You Find the Turnaround Lead?First Tasks for the Turnaround WorkCustomer Involvement When Planning the TurnaroundFirst! "Point A" and "Point B"Details of Point B—The Critical First Step!But What Is the Status of the Program Now (Point A)?The Customer Must Be Highly InvolvedFind the CavitiesWhat Hampers Getting to Point B?Change Gears NowEvaluate Past Deficiencies QuicklyFill The Cavities First!Draft the New Organization ImmediatelyEstablish PresenceEstablish the New TempoShare the New Organization with the TeamMaintain Seamless Momentum and FocusIt’s a Campaign, Not a Program!Support from Executive ManagementNot a MaverickProbing and GossipSchedules versus DiplomacyHigh-Value ElementsFace to FaceVirtual Communication with CareColocationStrict Adherence to the Program PlanAdherence to ProcedureEach Task Must Have Just One LeadWell-Structured MeetingsKISS, the Three Levels of Problem SolutionTeam RhythmPlan to Find and Correct Product Errors Early Hiring RulesGood Subcontract Management GuidelinesMetrics—A Crystal BallA Little or a LotImplementationContract SuccessSubcontract Management OrganizationReviewing the Prime Contract and SubcontractsExpectationsLaser Focus on ResultsThe Long HoursOn CallPersonal SacrificesKeep Raising the Bar but Have Their BacksEthics Are EssentialRegular Ethics Meetings and Distribution of Written RemindersEqual and Swift Due ProcessLeadership by ExampleEffective Leadership and Basic PlanningReview and ElaborationMotivate Continuous ImprovementShare Good Suggestions, Even if They FailRecognize New Ideas That Have Improved the ProgramNever Punish for an Idea That Does Not WorkHonest TrackingOne Step at a TimeThank Goodness for Schedulers!Multiple BooksThe Common Fallacy of "Reuse"Building Component "Chips"I Thought I Understood Software!Software Cost MythSoftware Programs That Make SenseFind the "Bugs" EarlyFuture Software JewelsEarly Success—"Team Food"Let the Team Know of Their Progress from the StartLeaders Highlight the Power of TeamworkMaintaining TractionWhat Is Root Cause?Accurate Root Cause/Corrective Action Saves Program Cost and ScheduleRoot Cause DeterminationRC/CA Processes for All Turnaround Program Team ElementsShackle the ConfigurationExamples of Errors with "Test as You Use"Common Program Configuration MistakesLast-Minute ChangesChange of Parts SourcePeriodic Quality MetricsDocument and FollowTurnaround Plan (New Program Plan)Program Requirements DocumentIntegrated ScheduleRisk Management PlanExpenditure Profile PlanSoftware Development PlanWhat Is Necessary?Everyone Must Be Paranoid!Living Risk Management PlanTeam MembersSchedule ReviewsSchedule ReservesTeam Dedication and MentoringA Real Open DoorTriggering Strong DedicationStand Up for Them When There Is a Special ProblemSeeing in Them What They Don’t SeeBenefits for the EnterpriseEncourages a Culture of Achieving Program CommitmentsFeel of a Team On StepIdentifies the "Solvers"Identifies Future LeadershipHelps Prevent Mistakes in Future ProgramsIncreases Enterprise Morale and AllegianceDemonstrates High Capability of Enterprise Brand to Business CommunityIndex




Autore

Thomas Pavelko worked for 37 years for Lockheed Aircraft and Lockheed Martin. He started as an engineer organizing and leading teams to develop embedded computer systems that performed critical flight control and data reduction functions. Eventually, he was promoted to the level of Program Director. He reported to a wide variety of divisions, including Satellites, Missiles, R&D, Electronics, Propulsion, Advanced Astronautics, Commercial Space, Human Spaceflight, and the Skunk Works. During the latter part of his career, he was assigned to assist large commercial and government programs in trouble. For some of these, he became the new Program Manager. All the programs he led were successful.










Altre Informazioni

ISBN:

9781138626805

Condizione: Nuovo
Collana: Best Practices in Portfolio, Program, and Project Management
Dimensioni: 9.25 x 6.25 in Ø 1.35 lb
Formato: Copertina rigida
Illustration Notes:62 b/w images
Pagine Arabe: 290
Pagine Romane: xxii


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