Some of life’s simplest and mundane activities are also projects even though they’re not as visible, expensive, or monumental as landing a person on the moon. The phenomenal proliferation of day planners attests to Brand U’s projectizing their work and daily life. Day planners or electronic planners schedule our activities, in other words managing these […]
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The first Brand U engineering projects can be traced to Egyptian or Mesopotamian pyramids then to Greek and Roman engineering marvels. Many ancient monuments are similar to what we do today in scale and complexity. Think how these ancient projects incorporated many of the same features used in today’s projects. These ancient architects pushed their
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Project Management Institute Core Project Processes Integration management: Ensures all key elements of the project are properly coordinated. Scope management: Ensures all key project activities are successfully addressed. Time management: Ensures timely completion of the project. Cost management: Ensures most effective use of project team members. Quality management: Ensures stakeholder needs are satisfied. Human resource
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Managing by projects is not new. It’s been used by highly creative and high value added organizations such as R&D, architectural, legal, engineering, and consulting groups. Now, Brand U project teams can be found in hospitals, schools, manufacturing, defense, banking, food, and government. Many daily activities such as baking a pie, servicing a customer, cutting
Managing by projects or projectizing work is hot – blistering hot! The idea behind projectizing a business is to treat all work as integrated Brand U projects that are completed on time and on budget while satisfying multiple stakeholders. Several converging trends also make project management more critical. The marketplace is global and more stakeholders
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Shared authority and responsibility Access to organizational resources Rapid response to customers Conflicts resolved quickly Available Information and resources Job security and availability for team members Rapid deployment of specialists and team members Shared knowledge, skills, and other resources
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Visionary Leader Role model Sponsor Change agent Ombudsperson Champion Manager/administrator Coach Organizer Mentor Enabler Cheerleader Delegator Communicator Entrepreneur Compliance officer Translator System architect Internal consultant
Harriet Rubin in Soloist said: “Painters do projects. Mozart did projects: symphonics. Architects build buildings. What all these creations have in common with work you do as a soloist is: You start with only a vague sense of knowing where you are going, and this is good because you want to exceed all known bounds.
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The 1990s will be remembered as the start of constant and persistent organizational change due to competitive and marketplace pressures that created the Brand U revolution. The constant change resulted in new work rules and expectations. Change labels include continuous process improvement, total quality, redesigning, reengineering, and transforming organizations. All of which mean reworking the
If we have had a formula for growth it has been; start with the best; learn from the best, expand slowly and solidify our position; then horizontally diversify our expertise. Mark McCormick, business person
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