Sun Microsystems is a high technology firm that depends upon innovation for survival. This interview of Sun’s Chief Information Officer, Bill Howard, gives insight into how this fast moving company balances the need for new development of innovations against limited resources. His goal: do...

Purpose – This paper aims to reveals how taking an elegantly simple approach to resolving complex issues can help teams identify, align and quickly execute on the areas with the greatest impact by examining a case of a failing, but ultimately successful, $180‐million offshore outsourcing...

Chronicles that success in stable periods makes organizations particularly vulnerable when sharp, sudden change is necessary. Suggests organizations need to both manage radical change and gradual change. Suggests the parallel of business organizations is to prosper through revolutionary...

Believes modern project management practices only began to emerge in 1939 — just before World War II. Identifies the US Air Force as the main breeding ground for many current programme and project management practices, including among others the space race, as the US chased the USSR after the...

Claims some organizations produce largely the same products or services year in, year out, e.g. issuing passports or driving licences, treating patients, handling financial transactions, assembling consumer products, etc. Uses 3 Figures to emphasize points made and discusses both the project...

Reckons that change tends to generate more change and projects should only be undertaken under extreme need to solve a problem — something that may stop one achieving the goals (as long as one knows what the goals are!). Believes there are 4 different types of concept underlying all projects...

States it is not enough for a project leader to be good at project management, or to be aware of the need for fluent communication. Believes a project sponsor not only initiates the project but is also the project leader’s boss. Catalogues 4 Figures that add emphasis to the article. Confirms...

Projects that even the most battle‐hardened project manager will acknowledge that manager’s mental models, their attitudes, the competences they rate, etc., all have major implications. Looks at in‐house cultures, external cultures, dysfunctional cultures and international cultures. Uses 2...

States human progress demands risk‐taking but, conversely, managing risk in projects is always critical to success. Proposes that managers must make project risk management explicit and make identification of risks a priority. Recommends that contingency plans for low impact, high probability...

Chronicles some of the reasons for project failure. Defines critical success factors, identifies causes of project success or failure — not satisfactorily explaining reasons behind the causes. Contends that people do not like to plan, thinking only of the end result. Lists out seven items that...