TAILIEUCHUNG - Lost Roots: How Project Management Came to Emphasize Control Over Flexibility and Novelty

Who has budget authority? The ability to add or remove resources to a project can be independent from other kinds of authority. For example, in the contract team situation, the team might have the power to define the requirements and design, but they might need to return to the client each time they want more money or time. How often will requirements and designs be reviewed, and how will adjustments be decided? The answer depends heavily on previous questions. The more parties involved in requirements, design, and budgets, the more effort will need to be spent keeping them in sync during the project. As a rule of thumb: the. | Lost Roots How Project Management Came to Emphasize Control Over Flexibility and Novelty Sylvain Lenfle CRG Ecole Polytechnique slenfle@ Christoph Loch INSEAD Published in California Management Review vol. 53 n 1 pp. 32-55 fall 2010 July 2010 Abstract The discipline of project management PM adheres to the dominant model of the project life cycle or phased stage-gate approach to executing projects. This implies a clear definition of mission and system are given at the outset to reduce uncertainty and subsequent execution in phases with decision gates. It contrasts with approach applied in the seminal projects that are credited with establishing the foundation of the discipline in the 1940s and 50s. Those projects started out with missions that were beyond the currently possible any solutions had to emerge over time. They succeeded by a combination of parallel trials from which the best would then be selected and trial-and-error iteration allowing for the modification of solutions pursued over a period of time . Although the success of these approaches was well documented and explained by scientific study in the 1950s today they seem to fly in the face of accepted professional standards making managers uncomfortable when they are encountered. The explanation for this contradiction has its roots in the 1960s when the so-called McNamara revolution at the Department of Defense DoD gave a control orientation to the PM discipline. This shift was cemented by the codes and practices of the DoD and NASA contemporary scientific writing and the foundation of the Project Management Institute a professional organization that translated the standard into the educational norm for a generation of project managers. The project management discipline was thus relegated to an order taker niche - the engineering execution of moderately novel projects with a clear mission. As a result it has been prevented from taking center stage in the crucial .

• Quản lý dự án
• heterogeneity across
• institutional holdings
• Unravel Complex
• Biological Questions
• Flexible Protein
• Protein Docking
• Customer Satisfaction
• Measuring Customer Satisfaction
• Subsegments
• Heterogeneity
• Empirical Evaluation
• Newspaper Satisfaction
• Báo cáo lâm nghiệp hay
• cách trình bày báo cáo
• báo cáo lâm nghiệp
• công trình nghiên cứu lâm nghiệp
• tài liệu về lâm nghiệp