Creating Experience-Driven Organizational Culture: How to Drive Transformative Change with Project and Portfolio Management
Gespeichert in:
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| Format: | Elektronisch E-Book |
| Sprache: | English |
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Newark
John Wiley & Sons, Incorporated
2024
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| Ausgabe: | 1st ed |
| Online-Zugang: | DE-2070s |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (351 Seiten) |
| ISBN: | 9781394257027 |
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| 505 | 8 | |a Cover -- Title Page -- Copyright -- Contents -- Preface -- Background: What Inspired This Book -- Part I Experience‐Driven Innovation with Portfolio of Projects -- Section Overview -- Section Learnings -- Introduction -- Chapter 1 Innovation in the World of Projects -- 1.1 The Holistic View -- 1.1.1 Developing the Holistic View -- 1.1.2 Connecting to the Movies -- 1.2 Portfolios of Projects Matter -- 1.3 The Speed of Innovating -- 1.4 Managing Transformation Matters -- 1.5 The New Strategist -- 1.6 Collaborating Across Diverse Views -- 1.7 Aligning Stakeholders -- 1.8 Championing Innovation -- Reference -- Chapter 2 Creating Experiences -- 2.1 The Changing Ways of Working -- 2.2 Experiences Matter -- 2.3 Innovation Labs -- 2.4 Creating a Connected Ecosystem -- 2.5 Thinking Culture -- Reference -- Chapter 3 Driving Integration -- 3.1 The Portfolio, Program, and Project Link -- 3.2 The Portfolio Management Professional -- 3.3 The Value Focus -- 3.4 Integrating with Simplicity -- 3.4.1 Introduction -- 3.4.2 The Program Way -- 3.4.3 The Program Way Letter to Future Program Managers -- 3.4.4 The Program Way's Future Conductor -- 3.4.5 The Holistic View of the Program Way -- 3.4.6 The Path Forward -- 3.5 Integrating Stories -- Reference -- Part II Essential Skills to Lead Experience‐Driven Cultures -- Section Overview -- Section Learnings -- Introduction -- Chapter 4 Project Impact Muscle -- 4.1 The Future of Work -- 4.2 Leading Projects -- 4.3 Impact Matters -- 4.3.1 Introduction -- 4.3.2 Forecasting Changes to the Role of the Project Manager -- 4.3.3 Drivers for Role Change -- 4.3.4 Types of Projects -- 4.3.5 Making Business Decisions -- 4.3.6 The Fuzzy Front End (FFE) -- 4.3.7 New Metrics -- 4.3.8 Methodologies -- 4.3.9 Leadership -- 4.3.10 Change Management -- 4.3.11 Crisis Management -- 4.3.12 The Path Forward -- 4.4 Building Project Muscles | |
| 505 | 8 | |a Reference -- Chapter 5 Effective Experiencing -- 5.1 Experience‐Driven Features -- 5.2 Continual Adapting -- 5.3 Social Leadership -- 5.4 Creating a New Mindset -- 5.5 Sustaining Creativity -- Reference -- Chapter 6 Human Connection -- 6.1 The Power of Bridging -- 6.2 Communicating with Impact -- 6.3 The Portfolio Success Link -- 6.4 Experience‐Driven Mastery -- 6.5 The Inspiring Leader -- 6.5.1 Introduction -- 6.5.2 Servant Leadership Matters -- 6.5.3 Crisis Leadership is a Difference Maker -- 6.5.4 Inspirational Leadership -- 6.5.5 The Path Forward -- References -- Chapter 7 Digital Fluency -- 7.1 AI Has Many Edges -- 7.2 The Digital Experience -- 7.3 Innovating with Intelligence -- 7.4 Creating the New Human -- 7.4.1 Introduction -- 7.4.2 The Estimating Challenges -- 7.4.3 Overcoming Estimating Challenges -- 7.4.4 The Need for Knowledge Repositories -- 7.4.5 Intangible Intellectual Capital Assets -- 7.4.6 Categories of Knowledge -- 7.4.7 The Need for Business Intelligence Systems -- 7.4.8 Big Data -- 7.4.9 The Path Forward -- 7.5 The New Human Attributes -- 7.6 Achieving Balance -- Reference -- Part III Creating Experience‐Driven Cultures with Enterprise Portfolio Management Muscles -- Section Overview -- Section Learnings -- Introduction -- Chapter 8 Building the Experience‐Driven Culture -- 8.1 Success Ingredients -- 8.2 Tone Matters -- 8.3 Value‐Based Decision‐Making -- 8.3.1 Introduction -- 8.3.2 Experience Focused PPM -- 8.3.3 Impact of Innovation on Decision‐Making -- 8.3.4 Customer Focused Decision‐Making Metrics -- 8.3.5 The Path Forward -- 8.4 Building Momentum -- References -- Chapter 9 Sustaining Cultural Excellence -- 9.1 Simplicity of Powerful Culture Ethos -- 9.2 Resiliency in Leadership -- 9.3 The Ownership Culture -- 9.4 Trust Foundation Building -- 9.5 Sustaining Supporting Behaviors | |
| 505 | 8 | |a Chapter 10 Enterprise Portfolio Management Muscles -- 10.1 The Portfolio Management Ecosystem -- 10.2 The Critical Skills for Portfolio Management -- 10.2.1 Introduction -- 10.2.2 The Strategic Benefits of Good Project/Program Management -- 10.2.3 Operating Models of the Future -- 10.2.4 Organizing of Future Projects -- 10.2.5 Strategic Focus Shifts -- 10.2.6 The Path Forward -- 10.3 Aligning the Enterprise -- 10.4 Decision‐Making Excellence -- 10.5 Portfolio Management Maturity -- 10.5.1 The Maturing Culture -- 10.5.2 The Supporting Cultural Attributes -- 10.5.3 Portfolio Muscles Building -- Chapter 11 The Adaptable Future Organization -- 11.1 The Dynamic State of Tomorrow's Organizations -- 11.2 The Future Organizational Attributes -- 11.2.1 The Importance of Project Management Best Practices -- 11.2.2 Definition of a Best Practice -- 11.2.3 Sources of Best Practices -- 11.2.4 Validation of Best Practices -- 11.2.5 Classification of Best Practices -- 11.2.6 Management of Best Practices -- 11.2.7 Revalidation of Best Practices -- 11.2.8 Utilization of Best Practices -- 11.2.9 Knowledge Transfer -- 11.2.10 Sustainment -- 11.2.11 What Does the Next Decade Hold for Best Practices? -- 11.2.12 Conclusion -- 11.3 The Adapting Value -- 11.4 Balancing Steadiness with Change -- 11.5 Co‐Created Execution Plans -- 11.6 Strategic Consistency -- Part IV The Path Forward -- Section Overview -- S4.1 Strategic Opportunities -- S4.1.1 Background -- S4.1.2 Understanding Pain Points -- S4.1.3 Traditional Pain Points -- S4.1.4 Customer Communications as Seen by the Contractor or a Third Party -- S4.1.5 Customer Communications as Seen by DoD -- S4.1.6 Project Management Becomes a Career Path Position -- S4.1.7 Project Sponsorship -- S4.1.8 Standardization of Processes -- S4.1.9 Finding Other Applications for Project Management | |
| 505 | 8 | |a S4.1.10 Twenty‐First Century Pain Points Appear -- S4.1.11 The EVMS Becomes a Dinosaur -- S4.1.12 Executive Support for the New Metrics Management Programs -- S4.1.13 The Growth of New Flexible Methodologies -- S4.1.14 The Path Forward -- S4.1.15 Culture: Anchoring of New Ways of Running Projects -- S4.1.16 Principles: The New Fork in the Road -- S4.1.17 The Human: The Most Stretched Side of the Coin -- S4.1.18 Digital: The Creator of Time to Think Again for a Change -- S4.1.19 Conclusion -- S4.2 Secrets for Leading and Driving -- S4.2.1 Introduction -- S4.2.2 The Journey of Selecting the Project Manager -- S4.2.3 Educating Project Managers -- S4.2.4 Preparing Project Managers -- S4.2.5 Additional Learning Along the Journey -- S4.2.6 Stakeholders Project Management Knowledge -- S4.2.7 The Path Forward -- S4.3 Successful Transformations -- S4.3.1 Defining Success -- S4.3.2 Role of the Project Sponsor -- S4.3.3 The Project Sponsor/Project Manager Working Relationship -- S4.3.4 Customer Communications -- S4.3.5 Information is Power -- S4.3.6 Sponsorship Growth -- S4.3.7 Educating Sponsors -- S4.3.8 The Fear of Becoming a Sponsor -- S4.3.9 Sponsor's Role in Project Staffing -- S4.3.10 Sponsorship Staffing with a Hidden Agenda -- S4.3.11 Making Unrealistic Promises to the Customers -- S4.3.12 Not Wanting to Hear any Bad News -- S4.3.13 Lessons Learned -- S4.3.14 The Need for Sponsorship Standards -- S4.3.15 The Path Forward -- References -- S4.4 A Booz Allen Secret Sauce Example -- S4.4.1 Introduction -- S4.4.2 Starting with Integration Philosophy and Strategy -- S4.4.3 Tools and Techniques -- S4.4.4 Conclusion -- S4.5 Innovation Excellence -- S4.5.1 The Need for an Innovation Unit -- S4.5.2 The Birth of "Skunk Works" -- S4.5.3 Challenges with "Skunk Works" Growth | |
| 505 | 8 | |a S4.5.4 Kelly's 14 Rules and Practices at Skunk WorksThe rules can be found at lockheedmartin.com/us/aeronautics/skunkworks/14rules.html. -- S4.5.5 Project Management Practices Within Skunk Works -- S4.5.6 Conclusion -- Index -- EULA. | |
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Datensatz im Suchindex
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| author | Zeitoun, Al |
| author_facet | Zeitoun, Al |
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| contents | Cover -- Title Page -- Copyright -- Contents -- Preface -- Background: What Inspired This Book -- Part I Experience‐Driven Innovation with Portfolio of Projects -- Section Overview -- Section Learnings -- Introduction -- Chapter 1 Innovation in the World of Projects -- 1.1 The Holistic View -- 1.1.1 Developing the Holistic View -- 1.1.2 Connecting to the Movies -- 1.2 Portfolios of Projects Matter -- 1.3 The Speed of Innovating -- 1.4 Managing Transformation Matters -- 1.5 The New Strategist -- 1.6 Collaborating Across Diverse Views -- 1.7 Aligning Stakeholders -- 1.8 Championing Innovation -- Reference -- Chapter 2 Creating Experiences -- 2.1 The Changing Ways of Working -- 2.2 Experiences Matter -- 2.3 Innovation Labs -- 2.4 Creating a Connected Ecosystem -- 2.5 Thinking Culture -- Reference -- Chapter 3 Driving Integration -- 3.1 The Portfolio, Program, and Project Link -- 3.2 The Portfolio Management Professional -- 3.3 The Value Focus -- 3.4 Integrating with Simplicity -- 3.4.1 Introduction -- 3.4.2 The Program Way -- 3.4.3 The Program Way Letter to Future Program Managers -- 3.4.4 The Program Way's Future Conductor -- 3.4.5 The Holistic View of the Program Way -- 3.4.6 The Path Forward -- 3.5 Integrating Stories -- Reference -- Part II Essential Skills to Lead Experience‐Driven Cultures -- Section Overview -- Section Learnings -- Introduction -- Chapter 4 Project Impact Muscle -- 4.1 The Future of Work -- 4.2 Leading Projects -- 4.3 Impact Matters -- 4.3.1 Introduction -- 4.3.2 Forecasting Changes to the Role of the Project Manager -- 4.3.3 Drivers for Role Change -- 4.3.4 Types of Projects -- 4.3.5 Making Business Decisions -- 4.3.6 The Fuzzy Front End (FFE) -- 4.3.7 New Metrics -- 4.3.8 Methodologies -- 4.3.9 Leadership -- 4.3.10 Change Management -- 4.3.11 Crisis Management -- 4.3.12 The Path Forward -- 4.4 Building Project Muscles Reference -- Chapter 5 Effective Experiencing -- 5.1 Experience‐Driven Features -- 5.2 Continual Adapting -- 5.3 Social Leadership -- 5.4 Creating a New Mindset -- 5.5 Sustaining Creativity -- Reference -- Chapter 6 Human Connection -- 6.1 The Power of Bridging -- 6.2 Communicating with Impact -- 6.3 The Portfolio Success Link -- 6.4 Experience‐Driven Mastery -- 6.5 The Inspiring Leader -- 6.5.1 Introduction -- 6.5.2 Servant Leadership Matters -- 6.5.3 Crisis Leadership is a Difference Maker -- 6.5.4 Inspirational Leadership -- 6.5.5 The Path Forward -- References -- Chapter 7 Digital Fluency -- 7.1 AI Has Many Edges -- 7.2 The Digital Experience -- 7.3 Innovating with Intelligence -- 7.4 Creating the New Human -- 7.4.1 Introduction -- 7.4.2 The Estimating Challenges -- 7.4.3 Overcoming Estimating Challenges -- 7.4.4 The Need for Knowledge Repositories -- 7.4.5 Intangible Intellectual Capital Assets -- 7.4.6 Categories of Knowledge -- 7.4.7 The Need for Business Intelligence Systems -- 7.4.8 Big Data -- 7.4.9 The Path Forward -- 7.5 The New Human Attributes -- 7.6 Achieving Balance -- Reference -- Part III Creating Experience‐Driven Cultures with Enterprise Portfolio Management Muscles -- Section Overview -- Section Learnings -- Introduction -- Chapter 8 Building the Experience‐Driven Culture -- 8.1 Success Ingredients -- 8.2 Tone Matters -- 8.3 Value‐Based Decision‐Making -- 8.3.1 Introduction -- 8.3.2 Experience Focused PPM -- 8.3.3 Impact of Innovation on Decision‐Making -- 8.3.4 Customer Focused Decision‐Making Metrics -- 8.3.5 The Path Forward -- 8.4 Building Momentum -- References -- Chapter 9 Sustaining Cultural Excellence -- 9.1 Simplicity of Powerful Culture Ethos -- 9.2 Resiliency in Leadership -- 9.3 The Ownership Culture -- 9.4 Trust Foundation Building -- 9.5 Sustaining Supporting Behaviors Chapter 10 Enterprise Portfolio Management Muscles -- 10.1 The Portfolio Management Ecosystem -- 10.2 The Critical Skills for Portfolio Management -- 10.2.1 Introduction -- 10.2.2 The Strategic Benefits of Good Project/Program Management -- 10.2.3 Operating Models of the Future -- 10.2.4 Organizing of Future Projects -- 10.2.5 Strategic Focus Shifts -- 10.2.6 The Path Forward -- 10.3 Aligning the Enterprise -- 10.4 Decision‐Making Excellence -- 10.5 Portfolio Management Maturity -- 10.5.1 The Maturing Culture -- 10.5.2 The Supporting Cultural Attributes -- 10.5.3 Portfolio Muscles Building -- Chapter 11 The Adaptable Future Organization -- 11.1 The Dynamic State of Tomorrow's Organizations -- 11.2 The Future Organizational Attributes -- 11.2.1 The Importance of Project Management Best Practices -- 11.2.2 Definition of a Best Practice -- 11.2.3 Sources of Best Practices -- 11.2.4 Validation of Best Practices -- 11.2.5 Classification of Best Practices -- 11.2.6 Management of Best Practices -- 11.2.7 Revalidation of Best Practices -- 11.2.8 Utilization of Best Practices -- 11.2.9 Knowledge Transfer -- 11.2.10 Sustainment -- 11.2.11 What Does the Next Decade Hold for Best Practices? -- 11.2.12 Conclusion -- 11.3 The Adapting Value -- 11.4 Balancing Steadiness with Change -- 11.5 Co‐Created Execution Plans -- 11.6 Strategic Consistency -- Part IV The Path Forward -- Section Overview -- S4.1 Strategic Opportunities -- S4.1.1 Background -- S4.1.2 Understanding Pain Points -- S4.1.3 Traditional Pain Points -- S4.1.4 Customer Communications as Seen by the Contractor or a Third Party -- S4.1.5 Customer Communications as Seen by DoD -- S4.1.6 Project Management Becomes a Career Path Position -- S4.1.7 Project Sponsorship -- S4.1.8 Standardization of Processes -- S4.1.9 Finding Other Applications for Project Management S4.1.10 Twenty‐First Century Pain Points Appear -- S4.1.11 The EVMS Becomes a Dinosaur -- S4.1.12 Executive Support for the New Metrics Management Programs -- S4.1.13 The Growth of New Flexible Methodologies -- S4.1.14 The Path Forward -- S4.1.15 Culture: Anchoring of New Ways of Running Projects -- S4.1.16 Principles: The New Fork in the Road -- S4.1.17 The Human: The Most Stretched Side of the Coin -- S4.1.18 Digital: The Creator of Time to Think Again for a Change -- S4.1.19 Conclusion -- S4.2 Secrets for Leading and Driving -- S4.2.1 Introduction -- S4.2.2 The Journey of Selecting the Project Manager -- S4.2.3 Educating Project Managers -- S4.2.4 Preparing Project Managers -- S4.2.5 Additional Learning Along the Journey -- S4.2.6 Stakeholders Project Management Knowledge -- S4.2.7 The Path Forward -- S4.3 Successful Transformations -- S4.3.1 Defining Success -- S4.3.2 Role of the Project Sponsor -- S4.3.3 The Project Sponsor/Project Manager Working Relationship -- S4.3.4 Customer Communications -- S4.3.5 Information is Power -- S4.3.6 Sponsorship Growth -- S4.3.7 Educating Sponsors -- S4.3.8 The Fear of Becoming a Sponsor -- S4.3.9 Sponsor's Role in Project Staffing -- S4.3.10 Sponsorship Staffing with a Hidden Agenda -- S4.3.11 Making Unrealistic Promises to the Customers -- S4.3.12 Not Wanting to Hear any Bad News -- S4.3.13 Lessons Learned -- S4.3.14 The Need for Sponsorship Standards -- S4.3.15 The Path Forward -- References -- S4.4 A Booz Allen Secret Sauce Example -- S4.4.1 Introduction -- S4.4.2 Starting with Integration Philosophy and Strategy -- S4.4.3 Tools and Techniques -- S4.4.4 Conclusion -- S4.5 Innovation Excellence -- S4.5.1 The Need for an Innovation Unit -- S4.5.2 The Birth of "Skunk Works" -- S4.5.3 Challenges with "Skunk Works" Growth S4.5.4 Kelly's 14 Rules and Practices at Skunk WorksThe rules can be found at lockheedmartin.com/us/aeronautics/skunkworks/14rules.html. -- S4.5.5 Project Management Practices Within Skunk Works -- S4.5.6 Conclusion -- Index -- EULA. |
| ctrlnum | (ZDB-30-PQE)EBC31781838 (ZDB-30-PAD)EBC31781838 (ZDB-89-EBL)EBL31781838 (OCoLC)1470855966 (DE-599)BVBBV050102902 |
| edition | 1st ed |
| format | Electronic eBook |
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Incorporated</subfield><subfield code="c">2024</subfield></datafield><datafield tag="264" ind1=" " ind2="4"><subfield code="c">©2025</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource (351 Seiten)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Description based on publisher supplied metadata and other sources</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Cover -- Title Page -- Copyright -- Contents -- Preface -- Background: What Inspired This Book -- Part I Experience‐Driven Innovation with Portfolio of Projects -- Section Overview -- Section Learnings -- Introduction -- Chapter 1 Innovation in the World of Projects -- 1.1 The Holistic View -- 1.1.1 Developing the Holistic View -- 1.1.2 Connecting to the Movies -- 1.2 Portfolios of Projects Matter -- 1.3 The Speed of Innovating -- 1.4 Managing Transformation Matters -- 1.5 The New Strategist -- 1.6 Collaborating Across Diverse Views -- 1.7 Aligning Stakeholders -- 1.8 Championing Innovation -- Reference -- Chapter 2 Creating Experiences -- 2.1 The Changing Ways of Working -- 2.2 Experiences Matter -- 2.3 Innovation Labs -- 2.4 Creating a Connected Ecosystem -- 2.5 Thinking Culture -- Reference -- Chapter 3 Driving Integration -- 3.1 The Portfolio, Program, and Project Link -- 3.2 The Portfolio Management Professional -- 3.3 The Value Focus -- 3.4 Integrating with Simplicity -- 3.4.1 Introduction -- 3.4.2 The Program Way -- 3.4.3 The Program Way Letter to Future Program Managers -- 3.4.4 The Program Way's Future Conductor -- 3.4.5 The Holistic View of the Program Way -- 3.4.6 The Path Forward -- 3.5 Integrating Stories -- Reference -- Part II Essential Skills to Lead Experience‐Driven Cultures -- Section Overview -- Section Learnings -- Introduction -- Chapter 4 Project Impact Muscle -- 4.1 The Future of Work -- 4.2 Leading Projects -- 4.3 Impact Matters -- 4.3.1 Introduction -- 4.3.2 Forecasting Changes to the Role of the Project Manager -- 4.3.3 Drivers for Role Change -- 4.3.4 Types of Projects -- 4.3.5 Making Business Decisions -- 4.3.6 The Fuzzy Front End (FFE) -- 4.3.7 New Metrics -- 4.3.8 Methodologies -- 4.3.9 Leadership -- 4.3.10 Change Management -- 4.3.11 Crisis Management -- 4.3.12 The Path Forward -- 4.4 Building Project Muscles</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Reference -- Chapter 5 Effective Experiencing -- 5.1 Experience‐Driven Features -- 5.2 Continual Adapting -- 5.3 Social Leadership -- 5.4 Creating a New Mindset -- 5.5 Sustaining Creativity -- Reference -- Chapter 6 Human Connection -- 6.1 The Power of Bridging -- 6.2 Communicating with Impact -- 6.3 The Portfolio Success Link -- 6.4 Experience‐Driven Mastery -- 6.5 The Inspiring Leader -- 6.5.1 Introduction -- 6.5.2 Servant Leadership Matters -- 6.5.3 Crisis Leadership is a Difference Maker -- 6.5.4 Inspirational Leadership -- 6.5.5 The Path Forward -- References -- Chapter 7 Digital Fluency -- 7.1 AI Has Many Edges -- 7.2 The Digital Experience -- 7.3 Innovating with Intelligence -- 7.4 Creating the New Human -- 7.4.1 Introduction -- 7.4.2 The Estimating Challenges -- 7.4.3 Overcoming Estimating Challenges -- 7.4.4 The Need for Knowledge Repositories -- 7.4.5 Intangible Intellectual Capital Assets -- 7.4.6 Categories of Knowledge -- 7.4.7 The Need for Business Intelligence Systems -- 7.4.8 Big Data -- 7.4.9 The Path Forward -- 7.5 The New Human Attributes -- 7.6 Achieving Balance -- Reference -- Part III Creating Experience‐Driven Cultures with Enterprise Portfolio Management Muscles -- Section Overview -- Section Learnings -- Introduction -- Chapter 8 Building the Experience‐Driven Culture -- 8.1 Success Ingredients -- 8.2 Tone Matters -- 8.3 Value‐Based Decision‐Making -- 8.3.1 Introduction -- 8.3.2 Experience Focused PPM -- 8.3.3 Impact of Innovation on Decision‐Making -- 8.3.4 Customer Focused Decision‐Making Metrics -- 8.3.5 The Path Forward -- 8.4 Building Momentum -- References -- Chapter 9 Sustaining Cultural Excellence -- 9.1 Simplicity of Powerful Culture Ethos -- 9.2 Resiliency in Leadership -- 9.3 The Ownership Culture -- 9.4 Trust Foundation Building -- 9.5 Sustaining Supporting Behaviors</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Chapter 10 Enterprise Portfolio Management Muscles -- 10.1 The Portfolio Management Ecosystem -- 10.2 The Critical Skills for Portfolio Management -- 10.2.1 Introduction -- 10.2.2 The Strategic Benefits of Good Project/Program Management -- 10.2.3 Operating Models of the Future -- 10.2.4 Organizing of Future Projects -- 10.2.5 Strategic Focus Shifts -- 10.2.6 The Path Forward -- 10.3 Aligning the Enterprise -- 10.4 Decision‐Making Excellence -- 10.5 Portfolio Management Maturity -- 10.5.1 The Maturing Culture -- 10.5.2 The Supporting Cultural Attributes -- 10.5.3 Portfolio Muscles Building -- Chapter 11 The Adaptable Future Organization -- 11.1 The Dynamic State of Tomorrow's Organizations -- 11.2 The Future Organizational Attributes -- 11.2.1 The Importance of Project Management Best Practices -- 11.2.2 Definition of a Best Practice -- 11.2.3 Sources of Best Practices -- 11.2.4 Validation of Best Practices -- 11.2.5 Classification of Best Practices -- 11.2.6 Management of Best Practices -- 11.2.7 Revalidation of Best Practices -- 11.2.8 Utilization of Best Practices -- 11.2.9 Knowledge Transfer -- 11.2.10 Sustainment -- 11.2.11 What Does the Next Decade Hold for Best Practices? -- 11.2.12 Conclusion -- 11.3 The Adapting Value -- 11.4 Balancing Steadiness with Change -- 11.5 Co‐Created Execution Plans -- 11.6 Strategic Consistency -- Part IV The Path Forward -- Section Overview -- S4.1 Strategic Opportunities -- S4.1.1 Background -- S4.1.2 Understanding Pain Points -- S4.1.3 Traditional Pain Points -- S4.1.4 Customer Communications as Seen by the Contractor or a Third Party -- S4.1.5 Customer Communications as Seen by DoD -- S4.1.6 Project Management Becomes a Career Path Position -- S4.1.7 Project Sponsorship -- S4.1.8 Standardization of Processes -- S4.1.9 Finding Other Applications for Project Management</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">S4.1.10 Twenty‐First Century Pain Points Appear -- S4.1.11 The EVMS Becomes a Dinosaur -- S4.1.12 Executive Support for the New Metrics Management Programs -- S4.1.13 The Growth of New Flexible Methodologies -- S4.1.14 The Path Forward -- S4.1.15 Culture: Anchoring of New Ways of Running Projects -- S4.1.16 Principles: The New Fork in the Road -- S4.1.17 The Human: The Most Stretched Side of the Coin -- S4.1.18 Digital: The Creator of Time to Think Again for a Change -- S4.1.19 Conclusion -- S4.2 Secrets for Leading and Driving -- S4.2.1 Introduction -- S4.2.2 The Journey of Selecting the Project Manager -- S4.2.3 Educating Project Managers -- S4.2.4 Preparing Project Managers -- S4.2.5 Additional Learning Along the Journey -- S4.2.6 Stakeholders Project Management Knowledge -- S4.2.7 The Path Forward -- S4.3 Successful Transformations -- S4.3.1 Defining Success -- S4.3.2 Role of the Project Sponsor -- S4.3.3 The Project Sponsor/Project Manager Working Relationship -- S4.3.4 Customer Communications -- S4.3.5 Information is Power -- S4.3.6 Sponsorship Growth -- S4.3.7 Educating Sponsors -- S4.3.8 The Fear of Becoming a Sponsor -- S4.3.9 Sponsor's Role in Project Staffing -- S4.3.10 Sponsorship Staffing with a Hidden Agenda -- S4.3.11 Making Unrealistic Promises to the Customers -- S4.3.12 Not Wanting to Hear any Bad News -- S4.3.13 Lessons Learned -- S4.3.14 The Need for Sponsorship Standards -- S4.3.15 The Path Forward -- References -- S4.4 A Booz Allen Secret Sauce Example -- S4.4.1 Introduction -- S4.4.2 Starting with Integration Philosophy and Strategy -- S4.4.3 Tools and Techniques -- S4.4.4 Conclusion -- S4.5 Innovation Excellence -- S4.5.1 The Need for an Innovation Unit -- S4.5.2 The Birth of "Skunk Works" -- S4.5.3 Challenges with "Skunk Works" Growth</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">S4.5.4 Kelly's 14 Rules and Practices at Skunk WorksThe rules can be found at lockheedmartin.com/us/aeronautics/skunkworks/14rules.html. -- S4.5.5 Project Management Practices Within Skunk Works -- S4.5.6 Conclusion -- Index -- EULA.</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Zeitoun, Al</subfield><subfield code="t">Creating Experience-Driven Organizational 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| id | DE-604.BV050102902 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-18T19:05:08Z |
| institution | BVB |
| isbn | 9781394257027 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035440064 |
| oclc_num | 1470855966 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (351 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2024 |
| publishDateSearch | 2024 |
| publishDateSort | 2024 |
| publisher | John Wiley & Sons, Incorporated |
| record_format | marc |
| spelling | Zeitoun, Al Verfasser aut Creating Experience-Driven Organizational Culture How to Drive Transformative Change with Project and Portfolio Management 1st ed Newark John Wiley & Sons, Incorporated 2024 ©2025 1 Online-Ressource (351 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Cover -- Title Page -- Copyright -- Contents -- Preface -- Background: What Inspired This Book -- Part I Experience‐Driven Innovation with Portfolio of Projects -- Section Overview -- Section Learnings -- Introduction -- Chapter 1 Innovation in the World of Projects -- 1.1 The Holistic View -- 1.1.1 Developing the Holistic View -- 1.1.2 Connecting to the Movies -- 1.2 Portfolios of Projects Matter -- 1.3 The Speed of Innovating -- 1.4 Managing Transformation Matters -- 1.5 The New Strategist -- 1.6 Collaborating Across Diverse Views -- 1.7 Aligning Stakeholders -- 1.8 Championing Innovation -- Reference -- Chapter 2 Creating Experiences -- 2.1 The Changing Ways of Working -- 2.2 Experiences Matter -- 2.3 Innovation Labs -- 2.4 Creating a Connected Ecosystem -- 2.5 Thinking Culture -- Reference -- Chapter 3 Driving Integration -- 3.1 The Portfolio, Program, and Project Link -- 3.2 The Portfolio Management Professional -- 3.3 The Value Focus -- 3.4 Integrating with Simplicity -- 3.4.1 Introduction -- 3.4.2 The Program Way -- 3.4.3 The Program Way Letter to Future Program Managers -- 3.4.4 The Program Way's Future Conductor -- 3.4.5 The Holistic View of the Program Way -- 3.4.6 The Path Forward -- 3.5 Integrating Stories -- Reference -- Part II Essential Skills to Lead Experience‐Driven Cultures -- Section Overview -- Section Learnings -- Introduction -- Chapter 4 Project Impact Muscle -- 4.1 The Future of Work -- 4.2 Leading Projects -- 4.3 Impact Matters -- 4.3.1 Introduction -- 4.3.2 Forecasting Changes to the Role of the Project Manager -- 4.3.3 Drivers for Role Change -- 4.3.4 Types of Projects -- 4.3.5 Making Business Decisions -- 4.3.6 The Fuzzy Front End (FFE) -- 4.3.7 New Metrics -- 4.3.8 Methodologies -- 4.3.9 Leadership -- 4.3.10 Change Management -- 4.3.11 Crisis Management -- 4.3.12 The Path Forward -- 4.4 Building Project Muscles Reference -- Chapter 5 Effective Experiencing -- 5.1 Experience‐Driven Features -- 5.2 Continual Adapting -- 5.3 Social Leadership -- 5.4 Creating a New Mindset -- 5.5 Sustaining Creativity -- Reference -- Chapter 6 Human Connection -- 6.1 The Power of Bridging -- 6.2 Communicating with Impact -- 6.3 The Portfolio Success Link -- 6.4 Experience‐Driven Mastery -- 6.5 The Inspiring Leader -- 6.5.1 Introduction -- 6.5.2 Servant Leadership Matters -- 6.5.3 Crisis Leadership is a Difference Maker -- 6.5.4 Inspirational Leadership -- 6.5.5 The Path Forward -- References -- Chapter 7 Digital Fluency -- 7.1 AI Has Many Edges -- 7.2 The Digital Experience -- 7.3 Innovating with Intelligence -- 7.4 Creating the New Human -- 7.4.1 Introduction -- 7.4.2 The Estimating Challenges -- 7.4.3 Overcoming Estimating Challenges -- 7.4.4 The Need for Knowledge Repositories -- 7.4.5 Intangible Intellectual Capital Assets -- 7.4.6 Categories of Knowledge -- 7.4.7 The Need for Business Intelligence Systems -- 7.4.8 Big Data -- 7.4.9 The Path Forward -- 7.5 The New Human Attributes -- 7.6 Achieving Balance -- Reference -- Part III Creating Experience‐Driven Cultures with Enterprise Portfolio Management Muscles -- Section Overview -- Section Learnings -- Introduction -- Chapter 8 Building the Experience‐Driven Culture -- 8.1 Success Ingredients -- 8.2 Tone Matters -- 8.3 Value‐Based Decision‐Making -- 8.3.1 Introduction -- 8.3.2 Experience Focused PPM -- 8.3.3 Impact of Innovation on Decision‐Making -- 8.3.4 Customer Focused Decision‐Making Metrics -- 8.3.5 The Path Forward -- 8.4 Building Momentum -- References -- Chapter 9 Sustaining Cultural Excellence -- 9.1 Simplicity of Powerful Culture Ethos -- 9.2 Resiliency in Leadership -- 9.3 The Ownership Culture -- 9.4 Trust Foundation Building -- 9.5 Sustaining Supporting Behaviors Chapter 10 Enterprise Portfolio Management Muscles -- 10.1 The Portfolio Management Ecosystem -- 10.2 The Critical Skills for Portfolio Management -- 10.2.1 Introduction -- 10.2.2 The Strategic Benefits of Good Project/Program Management -- 10.2.3 Operating Models of the Future -- 10.2.4 Organizing of Future Projects -- 10.2.5 Strategic Focus Shifts -- 10.2.6 The Path Forward -- 10.3 Aligning the Enterprise -- 10.4 Decision‐Making Excellence -- 10.5 Portfolio Management Maturity -- 10.5.1 The Maturing Culture -- 10.5.2 The Supporting Cultural Attributes -- 10.5.3 Portfolio Muscles Building -- Chapter 11 The Adaptable Future Organization -- 11.1 The Dynamic State of Tomorrow's Organizations -- 11.2 The Future Organizational Attributes -- 11.2.1 The Importance of Project Management Best Practices -- 11.2.2 Definition of a Best Practice -- 11.2.3 Sources of Best Practices -- 11.2.4 Validation of Best Practices -- 11.2.5 Classification of Best Practices -- 11.2.6 Management of Best Practices -- 11.2.7 Revalidation of Best Practices -- 11.2.8 Utilization of Best Practices -- 11.2.9 Knowledge Transfer -- 11.2.10 Sustainment -- 11.2.11 What Does the Next Decade Hold for Best Practices? -- 11.2.12 Conclusion -- 11.3 The Adapting Value -- 11.4 Balancing Steadiness with Change -- 11.5 Co‐Created Execution Plans -- 11.6 Strategic Consistency -- Part IV The Path Forward -- Section Overview -- S4.1 Strategic Opportunities -- S4.1.1 Background -- S4.1.2 Understanding Pain Points -- S4.1.3 Traditional Pain Points -- S4.1.4 Customer Communications as Seen by the Contractor or a Third Party -- S4.1.5 Customer Communications as Seen by DoD -- S4.1.6 Project Management Becomes a Career Path Position -- S4.1.7 Project Sponsorship -- S4.1.8 Standardization of Processes -- S4.1.9 Finding Other Applications for Project Management S4.1.10 Twenty‐First Century Pain Points Appear -- S4.1.11 The EVMS Becomes a Dinosaur -- S4.1.12 Executive Support for the New Metrics Management Programs -- S4.1.13 The Growth of New Flexible Methodologies -- S4.1.14 The Path Forward -- S4.1.15 Culture: Anchoring of New Ways of Running Projects -- S4.1.16 Principles: The New Fork in the Road -- S4.1.17 The Human: The Most Stretched Side of the Coin -- S4.1.18 Digital: The Creator of Time to Think Again for a Change -- S4.1.19 Conclusion -- S4.2 Secrets for Leading and Driving -- S4.2.1 Introduction -- S4.2.2 The Journey of Selecting the Project Manager -- S4.2.3 Educating Project Managers -- S4.2.4 Preparing Project Managers -- S4.2.5 Additional Learning Along the Journey -- S4.2.6 Stakeholders Project Management Knowledge -- S4.2.7 The Path Forward -- S4.3 Successful Transformations -- S4.3.1 Defining Success -- S4.3.2 Role of the Project Sponsor -- S4.3.3 The Project Sponsor/Project Manager Working Relationship -- S4.3.4 Customer Communications -- S4.3.5 Information is Power -- S4.3.6 Sponsorship Growth -- S4.3.7 Educating Sponsors -- S4.3.8 The Fear of Becoming a Sponsor -- S4.3.9 Sponsor's Role in Project Staffing -- S4.3.10 Sponsorship Staffing with a Hidden Agenda -- S4.3.11 Making Unrealistic Promises to the Customers -- S4.3.12 Not Wanting to Hear any Bad News -- S4.3.13 Lessons Learned -- S4.3.14 The Need for Sponsorship Standards -- S4.3.15 The Path Forward -- References -- S4.4 A Booz Allen Secret Sauce Example -- S4.4.1 Introduction -- S4.4.2 Starting with Integration Philosophy and Strategy -- S4.4.3 Tools and Techniques -- S4.4.4 Conclusion -- S4.5 Innovation Excellence -- S4.5.1 The Need for an Innovation Unit -- S4.5.2 The Birth of "Skunk Works" -- S4.5.3 Challenges with "Skunk Works" Growth S4.5.4 Kelly's 14 Rules and Practices at Skunk WorksThe rules can be found at lockheedmartin.com/us/aeronautics/skunkworks/14rules.html. -- S4.5.5 Project Management Practices Within Skunk Works -- S4.5.6 Conclusion -- Index -- EULA. Erscheint auch als Druck-Ausgabe Zeitoun, Al Creating Experience-Driven Organizational Culture Newark : John Wiley & Sons, Incorporated,c2024 9781394257010 |
| spellingShingle | Zeitoun, Al Creating Experience-Driven Organizational Culture How to Drive Transformative Change with Project and Portfolio Management Cover -- Title Page -- Copyright -- Contents -- Preface -- Background: What Inspired This Book -- Part I Experience‐Driven Innovation with Portfolio of Projects -- Section Overview -- Section Learnings -- Introduction -- Chapter 1 Innovation in the World of Projects -- 1.1 The Holistic View -- 1.1.1 Developing the Holistic View -- 1.1.2 Connecting to the Movies -- 1.2 Portfolios of Projects Matter -- 1.3 The Speed of Innovating -- 1.4 Managing Transformation Matters -- 1.5 The New Strategist -- 1.6 Collaborating Across Diverse Views -- 1.7 Aligning Stakeholders -- 1.8 Championing Innovation -- Reference -- Chapter 2 Creating Experiences -- 2.1 The Changing Ways of Working -- 2.2 Experiences Matter -- 2.3 Innovation Labs -- 2.4 Creating a Connected Ecosystem -- 2.5 Thinking Culture -- Reference -- Chapter 3 Driving Integration -- 3.1 The Portfolio, Program, and Project Link -- 3.2 The Portfolio Management Professional -- 3.3 The Value Focus -- 3.4 Integrating with Simplicity -- 3.4.1 Introduction -- 3.4.2 The Program Way -- 3.4.3 The Program Way Letter to Future Program Managers -- 3.4.4 The Program Way's Future Conductor -- 3.4.5 The Holistic View of the Program Way -- 3.4.6 The Path Forward -- 3.5 Integrating Stories -- Reference -- Part II Essential Skills to Lead Experience‐Driven Cultures -- Section Overview -- Section Learnings -- Introduction -- Chapter 4 Project Impact Muscle -- 4.1 The Future of Work -- 4.2 Leading Projects -- 4.3 Impact Matters -- 4.3.1 Introduction -- 4.3.2 Forecasting Changes to the Role of the Project Manager -- 4.3.3 Drivers for Role Change -- 4.3.4 Types of Projects -- 4.3.5 Making Business Decisions -- 4.3.6 The Fuzzy Front End (FFE) -- 4.3.7 New Metrics -- 4.3.8 Methodologies -- 4.3.9 Leadership -- 4.3.10 Change Management -- 4.3.11 Crisis Management -- 4.3.12 The Path Forward -- 4.4 Building Project Muscles Reference -- Chapter 5 Effective Experiencing -- 5.1 Experience‐Driven Features -- 5.2 Continual Adapting -- 5.3 Social Leadership -- 5.4 Creating a New Mindset -- 5.5 Sustaining Creativity -- Reference -- Chapter 6 Human Connection -- 6.1 The Power of Bridging -- 6.2 Communicating with Impact -- 6.3 The Portfolio Success Link -- 6.4 Experience‐Driven Mastery -- 6.5 The Inspiring Leader -- 6.5.1 Introduction -- 6.5.2 Servant Leadership Matters -- 6.5.3 Crisis Leadership is a Difference Maker -- 6.5.4 Inspirational Leadership -- 6.5.5 The Path Forward -- References -- Chapter 7 Digital Fluency -- 7.1 AI Has Many Edges -- 7.2 The Digital Experience -- 7.3 Innovating with Intelligence -- 7.4 Creating the New Human -- 7.4.1 Introduction -- 7.4.2 The Estimating Challenges -- 7.4.3 Overcoming Estimating Challenges -- 7.4.4 The Need for Knowledge Repositories -- 7.4.5 Intangible Intellectual Capital Assets -- 7.4.6 Categories of Knowledge -- 7.4.7 The Need for Business Intelligence Systems -- 7.4.8 Big Data -- 7.4.9 The Path Forward -- 7.5 The New Human Attributes -- 7.6 Achieving Balance -- Reference -- Part III Creating Experience‐Driven Cultures with Enterprise Portfolio Management Muscles -- Section Overview -- Section Learnings -- Introduction -- Chapter 8 Building the Experience‐Driven Culture -- 8.1 Success Ingredients -- 8.2 Tone Matters -- 8.3 Value‐Based Decision‐Making -- 8.3.1 Introduction -- 8.3.2 Experience Focused PPM -- 8.3.3 Impact of Innovation on Decision‐Making -- 8.3.4 Customer Focused Decision‐Making Metrics -- 8.3.5 The Path Forward -- 8.4 Building Momentum -- References -- Chapter 9 Sustaining Cultural Excellence -- 9.1 Simplicity of Powerful Culture Ethos -- 9.2 Resiliency in Leadership -- 9.3 The Ownership Culture -- 9.4 Trust Foundation Building -- 9.5 Sustaining Supporting Behaviors Chapter 10 Enterprise Portfolio Management Muscles -- 10.1 The Portfolio Management Ecosystem -- 10.2 The Critical Skills for Portfolio Management -- 10.2.1 Introduction -- 10.2.2 The Strategic Benefits of Good Project/Program Management -- 10.2.3 Operating Models of the Future -- 10.2.4 Organizing of Future Projects -- 10.2.5 Strategic Focus Shifts -- 10.2.6 The Path Forward -- 10.3 Aligning the Enterprise -- 10.4 Decision‐Making Excellence -- 10.5 Portfolio Management Maturity -- 10.5.1 The Maturing Culture -- 10.5.2 The Supporting Cultural Attributes -- 10.5.3 Portfolio Muscles Building -- Chapter 11 The Adaptable Future Organization -- 11.1 The Dynamic State of Tomorrow's Organizations -- 11.2 The Future Organizational Attributes -- 11.2.1 The Importance of Project Management Best Practices -- 11.2.2 Definition of a Best Practice -- 11.2.3 Sources of Best Practices -- 11.2.4 Validation of Best Practices -- 11.2.5 Classification of Best Practices -- 11.2.6 Management of Best Practices -- 11.2.7 Revalidation of Best Practices -- 11.2.8 Utilization of Best Practices -- 11.2.9 Knowledge Transfer -- 11.2.10 Sustainment -- 11.2.11 What Does the Next Decade Hold for Best Practices? -- 11.2.12 Conclusion -- 11.3 The Adapting Value -- 11.4 Balancing Steadiness with Change -- 11.5 Co‐Created Execution Plans -- 11.6 Strategic Consistency -- Part IV The Path Forward -- Section Overview -- S4.1 Strategic Opportunities -- S4.1.1 Background -- S4.1.2 Understanding Pain Points -- S4.1.3 Traditional Pain Points -- S4.1.4 Customer Communications as Seen by the Contractor or a Third Party -- S4.1.5 Customer Communications as Seen by DoD -- S4.1.6 Project Management Becomes a Career Path Position -- S4.1.7 Project Sponsorship -- S4.1.8 Standardization of Processes -- S4.1.9 Finding Other Applications for Project Management S4.1.10 Twenty‐First Century Pain Points Appear -- S4.1.11 The EVMS Becomes a Dinosaur -- S4.1.12 Executive Support for the New Metrics Management Programs -- S4.1.13 The Growth of New Flexible Methodologies -- S4.1.14 The Path Forward -- S4.1.15 Culture: Anchoring of New Ways of Running Projects -- S4.1.16 Principles: The New Fork in the Road -- S4.1.17 The Human: The Most Stretched Side of the Coin -- S4.1.18 Digital: The Creator of Time to Think Again for a Change -- S4.1.19 Conclusion -- S4.2 Secrets for Leading and Driving -- S4.2.1 Introduction -- S4.2.2 The Journey of Selecting the Project Manager -- S4.2.3 Educating Project Managers -- S4.2.4 Preparing Project Managers -- S4.2.5 Additional Learning Along the Journey -- S4.2.6 Stakeholders Project Management Knowledge -- S4.2.7 The Path Forward -- S4.3 Successful Transformations -- S4.3.1 Defining Success -- S4.3.2 Role of the Project Sponsor -- S4.3.3 The Project Sponsor/Project Manager Working Relationship -- S4.3.4 Customer Communications -- S4.3.5 Information is Power -- S4.3.6 Sponsorship Growth -- S4.3.7 Educating Sponsors -- S4.3.8 The Fear of Becoming a Sponsor -- S4.3.9 Sponsor's Role in Project Staffing -- S4.3.10 Sponsorship Staffing with a Hidden Agenda -- S4.3.11 Making Unrealistic Promises to the Customers -- S4.3.12 Not Wanting to Hear any Bad News -- S4.3.13 Lessons Learned -- S4.3.14 The Need for Sponsorship Standards -- S4.3.15 The Path Forward -- References -- S4.4 A Booz Allen Secret Sauce Example -- S4.4.1 Introduction -- S4.4.2 Starting with Integration Philosophy and Strategy -- S4.4.3 Tools and Techniques -- S4.4.4 Conclusion -- S4.5 Innovation Excellence -- S4.5.1 The Need for an Innovation Unit -- S4.5.2 The Birth of "Skunk Works" -- S4.5.3 Challenges with "Skunk Works" Growth S4.5.4 Kelly's 14 Rules and Practices at Skunk WorksThe rules can be found at lockheedmartin.com/us/aeronautics/skunkworks/14rules.html. -- S4.5.5 Project Management Practices Within Skunk Works -- S4.5.6 Conclusion -- Index -- EULA. |
| title | Creating Experience-Driven Organizational Culture How to Drive Transformative Change with Project and Portfolio Management |
| title_auth | Creating Experience-Driven Organizational Culture How to Drive Transformative Change with Project and Portfolio Management |
| title_exact_search | Creating Experience-Driven Organizational Culture How to Drive Transformative Change with Project and Portfolio Management |
| title_full | Creating Experience-Driven Organizational Culture How to Drive Transformative Change with Project and Portfolio Management |
| title_fullStr | Creating Experience-Driven Organizational Culture How to Drive Transformative Change with Project and Portfolio Management |
| title_full_unstemmed | Creating Experience-Driven Organizational Culture How to Drive Transformative Change with Project and Portfolio Management |
| title_short | Creating Experience-Driven Organizational Culture |
| title_sort | creating experience driven organizational culture how to drive transformative change with project and portfolio management |
| title_sub | How to Drive Transformative Change with Project and Portfolio Management |
| work_keys_str_mv | AT zeitounal creatingexperiencedrivenorganizationalculturehowtodrivetransformativechangewithprojectandportfoliomanagement |