Project Management for Continuous Innovation - Peng, Kern
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Traditional project management overwhelmingly focuses on techniques and procedures for planning and controlling. This creates a framework to confine project team members to operate within a set of processes and measurements. However, most projects require project team members to be innovative and creative. It is difficult to ask employees to think outside of the box while using a "box" style system to manage projects. In addition, much of the focus of such system is to achieve a success result in every project. Such emphasis discourages risk-taking because employees may not want to initiate…mehr

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Produktbeschreibung
Traditional project management overwhelmingly focuses on techniques and procedures for planning and controlling. This creates a framework to confine project team members to operate within a set of processes and measurements. However, most projects require project team members to be innovative and creative. It is difficult to ask employees to think outside of the box while using a "box" style system to manage projects. In addition, much of the focus of such system is to achieve a success result in every project. Such emphasis discourages risk-taking because employees may not want to initiate projects unless they feel the chance of success is high. Inhibited risk-taking constrains learning opportunities and innovation. This book presents a strategic approach called "Management by Project Mapping" (MBPM), which systematically utilizes project management to transform a company's organizational system, culture and capability, creating a foundation upon which to achieve long-term sustainable innovation. It then presents situational practices and tools to manage different types of projects since no single project management approach is suitable for all projects. Emphasizing effectiveness and velocity with reduced administrative processes and activities in project management, this book introduces a new approach for managing people, information, tasks and schedule in projects.
Autorenporträt
Dr. Kern Peng holds multiple doctorate degrees in engineering and business: PhD in Mechanical Engineering specializing in nanocomposite materials, Doctorate of Business Administration in Operations Management and in Management Information Systems. He has over 30 years of management experience in engineering and manufacturing. He has been accorded more than 100 career awards in the areas of engineering design, software development, excursion resolution, project management and execution, teamwork, leadership, coaching and outstanding teaching. In addition to regular duties, he serves as a career advisor, mentor for managers, and new employee orientation instructor. This is the fourth book he published. For the last 20 years, Dr. Peng has been part-time teaching at least two courses every quarter/semester term at Bay Area universities such as Stanford University, Santa Clara University, University of San Francisco, and San Jose State University. He has also traveled to Asia regularly teaching for Hong Kong University. In addition, he has taught courses and lectures for Shanghai Jiao Tong University, Tsinghua University, Zhejiang University, National Taiwan University, and UC Berkeley.