This book represents a new voice in the drive for enterprise thinking within organisations. Although Enterprise Resource Planning and similar approaches are now commonplace in industry they continue to deliver disappointing results. This book will enable companies to finally turn their investment into bottom-line improvement.
Based on the author’s own research over a three year period in a number of different companies throughout Europe, Enterprise focused management discusses the key issues within organisations today. These companies, drawn from project based industries such as construction and high tech product development, understand the pressures to make profit both now and in the future. They have a wealth of data at their fingertips, yet remain unable to make sense of this mass of information. Using the rigour and logic of the Theory of Constraints to first analyse these difficulties, and then to propose a way forward, the book should be the first port of call for all working or preparing to work in such environments.
The book contains essential case studies that highlight the many conflicts and problems faced by managers at all levels, from the project office to the main board. The approach outlined by the author offers a way to analyse the problems and develop workable solutions that address the revenue chain of the company, resulting in substantial improvement to the bottom-line. Using the laws of constraint management as a basis the book argues strongly for a robust and rigorous thinking process to successfully implement change. It does so in a manner that the readers should be able to replicate in their own organisation. Enterprise focused management will be essential reading for all involved in project management.
Preface
Chapter 1 : Gaining Consensus on The Problem : The Objective of Projects
Chapter 2 : Projects from The Project Manager's Viewpoint
Chapter 3 : Projects from The Resource Manager's Viewpoint
Chapter 4 : Why Achieving Project Goals Appears to Be So Difficult
Chapter 5 : Using The Theory of Constraints to Confirm The True Nature of The Problems With Projects, Single Or Multi
Chapter 6 : Gaining Consensus on The Solution - Direction and Benefits : What The TOC Approach to Project Management Has to Say
Chapter 7 : Creating a Do-Able Critical Chain Schedule - Single Projects
Chapter 8 : The Multi-Project Environment
Chapter 9 : Preparing The Organisation - Measurement Issues
Chapter 10 : Making The Change Happen : Preparing The Organisation - Measurement Issues
Chapter 11 : Making The Change Happen : Preparing The Organisation - Change Issues
Chapter 12 : Bringing The People Together
Chapter 13 : Overcoming The Obstacles to Success
Chapter 14 : Creating The Enterprise Culture For Projects
Chapter 15 : Developing The E-Commerce Application of Project Management
Index
