This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Catalog Advanced Search
202 items were found using the following search criteria
-
Too Far Ahead of the IT Curve? (HBR Case Study and Commentary)
Glaser, John P.; Halvorson, George C.; Ford, Monte; Heffner, Randy; Kastor, John A.Article HBS-R0707A-EService and Operations ManagementPeachtree Healthcare has major IT infrastructure problems, and CEO Max Berndt is struggling to find the right fix. He can go with a single set of systems and applications that will provide consistency across Peachtree's facilities but may not give doctors enough flexibility. Or he can choose service-oriented architecture (SOA), a modular design that will allow Peachtree to standardize incrementally and selectively but poses certain risks as a new...Starting at €8.20
-
Tetra Tech EC and Risk Management
Donna Fletcher; Susan NewellCase IVEY-9B07M044-EStrategyThis case considers how one project-based organization overcame deterrents to strategic risk management and enabled an effective risk management process to be diffused through its projects, without significantly upsetting the autonomy of its projects. Students will explore both the deterrents to strategic risk management and the components of effective risk management.Starting at €8.20
-
Managing Projects for Business Innovation
Shenhar, Aaron J.; Dvir, DovBook Chapter HBS-2841BC-EThis chapter discusses the business needs behind projects and explains how they can affect project selection as well as specific project management practices. The relationship between project management and successful innovation is also examined.Starting at €8.20
-
Novelty: One Dimension of Adaptive Project Management
Shenhar, Aaron J.; Dvir, DovBook Chapter HBS-2835BC-EWith a new product, market research is less reliable and requirements are less clear. This chapter looks at the affects of project novelty on managerial behavior, marketing activities, and other tasks of project management.Starting at €8.20
-
Diamond Framework: A New Model for Project Management
Shenhar, Aaron J.; Dvir, DovBook Chapter HBS-2834BC-EThis chapter introduces the diamond model for managing projects in detail, showing how a diamond analysis can serve as an upfront assessment of benefits and risks and as a disciplined planning tool.Starting at €8.20
-
Reinventing Project Management for Your Organization
Shenhar, Aaron J.; Dvir, DovBook Chapter HBS-2846BC-EThis chapter explains what executives and managers need to do to take full advantage of a new adaptive approach to managing projects for the benefit of their organizations, and considers the future evolution of project management.Starting at €8.20
-
Managing Projects Within the Existing Organization
Shenhar, Aaron J.; Dvir, DovBook Chapter HBS-2842BC-EThis chapter shows you how to apply the diamond model for project management in your organization and how to include this adaptive approach as part of your existing project management procedures. It also covers how to perform project planning, handle project uncertainty and risk, and improve overall project activity efficiency.Starting at €8.20
-
Pace: One Dimension of Adaptive Project Management
Shenhar, Aaron J.; Dvir, DovBook Chapter HBS-2840BC-EHow much time is available to complete a project? Increased pace requires careful time management, more autonomy for project teams, and more support from top management. This chapter looks at how the time available to complete a project affects how the project is managed.Starting at €8.20
-
Why Your Business Success Depends on Projects
Shenhar, Aaron J.; Dvir, DovBook Chapter HBS-2832BC-EThis chapter describes the reasons managers should focus on the opportunity that exists in project management and why they need a new framework and language for managing projects.Starting at €8.20
-
What Makes a Project Successful
Shenhar, Aaron J.; Dvir, DovBook Chapter HBS-2833BC-EThis chapter discusses the transition from the classic triple constraint paradigm--completing projects on time, within budget, and according to specifications--to the new business-focused model for using multiple dimensions of project success.Starting at €8.20