M

McKinsey & Company, 145-146 Macon, Inc., 207-208 Mainframe project management tools, 32-33

Malcolm Baldrige Award, 78, 98 Management. See also Line managers; Middle management and critical success factors, 30-32 economic conditions and focus of,

12, 14 endorsement by, 38 executive involvement in strategic planning, 25-26 in implementation phase of strategic planning, 16 improvement issues in, 112 integration, 16

level of, for project management, 41 line managers, 31 lower, 16, 36

and procedural documentation,

115-116 project managers, 31 responsibilities of, 35-36 and singular methodology, 81-82 in strategic planning formulation process, 15-16 support of, 77 Management acceptance phase

(common processes), 70 Management baseline (project definition process), 16, 17 Manufacturing staff, resistance to change by, 159, 160

Market feasibility analysis, 18 Marketing staff, resistance to change by, 159, 160 Market stakeholders, 5 Mentorship programs, 109 Methodology(-ies). See also Common processes; Singular methodology and availability of resources, 34 baselines for, 16-17 continuous improvement in, 120 decision-making structure provided by, 18-21 development of, 116 and discontinuous/contradictory choices, 21 incremental approaches to, 116 integration of, 22-24 and multiple project management,

126-127 and project failures, 39 stakeholders served by, 25 strategic planning for, 16 support for, 71 Middle management:

and implementation of strategic planning, 16 performance of project management by, 41 responsibilities of, 36 Misconceptions about project management, 1-3 Motorola, 41, 120 Multiple-boss reporting, 3, 49, 50 Multiple project management, 125-127

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