Thousands of project management–related books have been written. Why is Optimizing Project Work, Management, and Delivery different?

This book represents the authors’ experiences gained from looking at the problem of project management for 50 years and wondering why projects cannot be more successful. Experience from various management models and techniques has helped but still does not fit reality or provide accurate forecasts. Industry surveys have compiled the root causes of project failure, and yet they persist. Is there no answer to this problem?

As the book explains, the management solution is not in the models or the theory but is found in how they are mapped against the actual target project characteristics. This is the book’s unique strength. There are major coverage gaps in current project management models that also need to be recognized. All of the existing models are correct in some ways, and yet each is also wrong.

The book starts by reviewing popular models and related topics that help construct the building blocks of an integrated model structure, which is at the core of this book. The integrated model described here is meant to be a decision-oriented view related to the project life cycle rather than a cookbook of success steps. Project management is too complex for a cookbook approach. This text helps managers find that right path.

Thousands of project management–related books have been written. Why is Optimizing Project Work, Management, and Delivery different?

This book represents the authors’ experiences gained from looking at the problem of project management for 50 years and wondering why projects cannot be more successful. Experience from various management models and techniques has helped but still does not fit reality or provide accurate forecasts. Industry surveys have compiled the root causes of project failure, and yet they persist. Is there no answer to this problem?

As the book explains, the management solution is not in the models or the theory but is found in how they are mapped against the actual target project characteristics. This is the book’s unique strength. There are major coverage gaps in current project management models that also need to be recognized. All of the existing models are correct in some ways, and yet each is also wrong.

The book starts by reviewing popular models and related topics that help construct the building blocks of an integrated model structure, which is at the core of this book. The integrated model described here is meant to be a decision-oriented view related to the project life cycle rather than a cookbook of success steps. Project management is too complex for a cookbook approach. This text helps managers find that right path.

With ever-increasing competitive pressures, the need to reduce the time-to-value (or time-to-bail) of a “big idea” – a new product, an organizational transformation, a healthcare initiative, or a humanitarian development project – has never been greater. Unfortunately, the current digital infrastructure for vision delivery teams is woefully inadequate. Improvement opportunities lie in replacing it with one that is designed to support teams working together in a unifying manner. The focus of this book is describing the Digital Office Complex and the accompanying digital teaming and governing capabilities needed to reengineer vision delivery.

Digital Office Complex: Reengineering Vision Delivery by Transforming Teaming offers an in-depth understanding of the elements of “digital teaming and governing” and how they can be applied to vision delivery to accelerate and improve performance. The book identifies and describes the requirements for an integrated infrastructure to support: team goal management, teamwork coordination, team decision support, team “work product” support, and approval workflow capabilities in addition to “team-to-team” navigation, “team-to-team” coordination, and “team-to-team” data exchange. The aim for this book is to describe and illustrate “digital teaming and governing” practices using the Digital Office Complex to improve performance. The book goes on to a team-centric delivery method for initiatives and artificial intelligence capabilities to augment teamwork. The book concludes with critical success factors for implementation and an approach for reengineering vision delivery.

Written for people who desire to implement the next level of high-performance teaming to improve organizational performance, this book is an ideal read for management consultants, executives, strategy managers, project managers, HR managers, team leaders, team members, and students in business and engineering programs.

With ever-increasing competitive pressures, the need to reduce the time-to-value (or time-to-bail) of a “big idea” – a new product, an organizational transformation, a healthcare initiative, or a humanitarian development project – has never been greater. Unfortunately, the current digital infrastructure for vision delivery teams is woefully inadequate. Improvement opportunities lie in replacing it with one that is designed to support teams working together in a unifying manner. The focus of this book is describing the Digital Office Complex and the accompanying digital teaming and governing capabilities needed to reengineer vision delivery.

Digital Office Complex: Reengineering Vision Delivery by Transforming Teaming offers an in-depth understanding of the elements of “digital teaming and governing” and how they can be applied to vision delivery to accelerate and improve performance. The book identifies and describes the requirements for an integrated infrastructure to support: team goal management, teamwork coordination, team decision support, team “work product” support, and approval workflow capabilities in addition to “team-to-team” navigation, “team-to-team” coordination, and “team-to-team” data exchange. The aim for this book is to describe and illustrate “digital teaming and governing” practices using the Digital Office Complex to improve performance. The book goes on to a team-centric delivery method for initiatives and artificial intelligence capabilities to augment teamwork. The book concludes with critical success factors for implementation and an approach for reengineering vision delivery.

Written for people who desire to implement the next level of high-performance teaming to improve organizational performance, this book is an ideal read for management consultants, executives, strategy managers, project managers, HR managers, team leaders, team members, and students in business and engineering programs.

Thousands of project management–related books have been written. Why is Optimizing Project Work, Management, and Delivery different?

This book represents the authors’ experiences gained from looking at the problem of project management for 50 years and wondering why projects cannot be more successful. Experience from various management models and techniques has helped but still does not fit reality or provide accurate forecasts. Industry surveys have compiled the root causes of project failure, and yet they persist. Is there no answer to this problem?

As the book explains, the management solution is not in the models or the theory but is found in how they are mapped against the actual target project characteristics. This is the book’s unique strength. There are major coverage gaps in current project management models that also need to be recognized. All of the existing models are correct in some ways, and yet each is also wrong.

The book starts by reviewing popular models and related topics that help construct the building blocks of an integrated model structure, which is at the core of this book. The integrated model described here is meant to be a decision-oriented view related to the project life cycle rather than a cookbook of success steps. Project management is too complex for a cookbook approach. This text helps managers find that right path.

Thousands of project management–related books have been written. Why is Optimizing Project Work, Management, and Delivery different?

This book represents the authors’ experiences gained from looking at the problem of project management for 50 years and wondering why projects cannot be more successful. Experience from various management models and techniques has helped but still does not fit reality or provide accurate forecasts. Industry surveys have compiled the root causes of project failure, and yet they persist. Is there no answer to this problem?

As the book explains, the management solution is not in the models or the theory but is found in how they are mapped against the actual target project characteristics. This is the book’s unique strength. There are major coverage gaps in current project management models that also need to be recognized. All of the existing models are correct in some ways, and yet each is also wrong.

The book starts by reviewing popular models and related topics that help construct the building blocks of an integrated model structure, which is at the core of this book. The integrated model described here is meant to be a decision-oriented view related to the project life cycle rather than a cookbook of success steps. Project management is too complex for a cookbook approach. This text helps managers find that right path.

With ever-increasing competitive pressures, the need to reduce the time-to-value (or time-to-bail) of a “big idea” – a new product, an organizational transformation, a healthcare initiative, or a humanitarian development project – has never been greater. Unfortunately, the current digital infrastructure for vision delivery teams is woefully inadequate. Improvement opportunities lie in replacing it with one that is designed to support teams working together in a unifying manner. The focus of this book is describing the Digital Office Complex and the accompanying digital teaming and governing capabilities needed to reengineer vision delivery.

Digital Office Complex: Reengineering Vision Delivery by Transforming Teaming offers an in-depth understanding of the elements of “digital teaming and governing” and how they can be applied to vision delivery to accelerate and improve performance. The book identifies and describes the requirements for an integrated infrastructure to support: team goal management, teamwork coordination, team decision support, team “work product” support, and approval workflow capabilities in addition to “team-to-team” navigation, “team-to-team” coordination, and “team-to-team” data exchange. The aim for this book is to describe and illustrate “digital teaming and governing” practices using the Digital Office Complex to improve performance. The book goes on to a team-centric delivery method for initiatives and artificial intelligence capabilities to augment teamwork. The book concludes with critical success factors for implementation and an approach for reengineering vision delivery.

Written for people who desire to implement the next level of high-performance teaming to improve organizational performance, this book is an ideal read for management consultants, executives, strategy managers, project managers, HR managers, team leaders, team members, and students in business and engineering programs.

With ever-increasing competitive pressures, the need to reduce the time-to-value (or time-to-bail) of a “big idea” – a new product, an organizational transformation, a healthcare initiative, or a humanitarian development project – has never been greater. Unfortunately, the current digital infrastructure for vision delivery teams is woefully inadequate. Improvement opportunities lie in replacing it with one that is designed to support teams working together in a unifying manner. The focus of this book is describing the Digital Office Complex and the accompanying digital teaming and governing capabilities needed to reengineer vision delivery.

Digital Office Complex: Reengineering Vision Delivery by Transforming Teaming offers an in-depth understanding of the elements of “digital teaming and governing” and how they can be applied to vision delivery to accelerate and improve performance. The book identifies and describes the requirements for an integrated infrastructure to support: team goal management, teamwork coordination, team decision support, team “work product” support, and approval workflow capabilities in addition to “team-to-team” navigation, “team-to-team” coordination, and “team-to-team” data exchange. The aim for this book is to describe and illustrate “digital teaming and governing” practices using the Digital Office Complex to improve performance. The book goes on to a team-centric delivery method for initiatives and artificial intelligence capabilities to augment teamwork. The book concludes with critical success factors for implementation and an approach for reengineering vision delivery.

Written for people who desire to implement the next level of high-performance teaming to improve organizational performance, this book is an ideal read for management consultants, executives, strategy managers, project managers, HR managers, team leaders, team members, and students in business and engineering programs.