Achieving Project Management Success in the Federal by Jonathan Weinstein

By Jonathan Weinstein

Gain invaluable perception into the govt. s undertaking administration most sensible Practices!

even if venture administration isn't really new to the government, the self-discipline has taken on renewed significance within the face of the ever-increasing measurement, complexity, and variety of mission-critical tasks being undertaken by means of each department and supplier. This booklet addresses the foremost elements of undertaking administration, from association and constitution to humans and method. a number of executive entities percentage their top practices in components together with management, know-how, groups, verbal exchange, technique, and function administration.

in keeping with study and interviews with a variety of venture managers, Achieving venture administration luck within the Federal Government offers a pragmatic go part of the undertaking administration self-discipline within the biggest unmarried firm on this planet the U.S. federal executive

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In organizations that engage in shift work, such as hospitals, for example, once the administrative leaders leave for the day, the evening shift may apply a different set of cultural rules. Verbal and nonverbal language is especially important in project management. Projects instantiate change, and change arouses conflict. As many industrial psychologists note, there is a continuum of conflict that ranges from healthy to unhealthy. In a healthy environment, conflict arouses vigorous debate and the verbal and nonverbal cues denote a willingness to come to consensus.

Intervention into troubled projects. With no consistent approach for escalating, intervening, and resolving projects in crisis, agencies often must take steps to fix troubled projects without a clear set of guidance. Timely intervention, as early in the project lifecycle as possible, is a critical success factor for troubled projects, yet often CHAPTER 1 The Evolution of Federal Project Management agency leaders do not have sufficient insight into the project or the knowledge and experience to understand the warning signals at an early stage.

This does not mean that it can never impose change or go against the grain; projects are often at the forefront of change. To be successful in the federal environment, a project manage- CHAPTER 2 Fitting Project Management into the Organization ment orientation must be absorbed into the culture and adopted. It must operate within the normative ranges behaviorally, in its underlying attitude, in its language, and in its adherence to ritual. Introducing formal project management into an organization will naturally expand the culture, yet culture is organic and difficult to change by any deliberate means because an organization will always seek cultural homeostasis—a return to its neutral state.

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