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"Melik, Rudolf"
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The rise of the project workforce : managing people and projects in a flat world
\"Economically speaking, the world is flat again. Globalization, projectization, fragmentation of the enterprise - including outsourcing - and real-time collaboration across the planet have enabled companies to reduce costs, leverage a global talent pool, and execute challenging deliverables with a dispersed yet incredibly connected project workforce.\" \"In the Rise of the Project Workforce, Rudolf Melik reveals how the flattening of the world has fundamentally transformed the structure of modern organizations and the nature of the work we do. He explores the disciplines, technology, and tools required to execute projects and initiatives in today's business climate. Surveying the way we work, collaborate, and make business decisions, Melik shows you how you can manage the constant change and how you can leverage that change and new technologies to beat the competition\"--book jacket.
Book
'Juggling School' for Project Management
There are many reasons to overhaul your project management system in support of security acquisitions. If you can't prioritize the projects you already have, and make good decisions on selecting new ones, your organization will be in serious trouble. A dearth of facts and unbiased analysis lead executives to make poor decisions when selecting new projects or assigning resources to existing ones. Project prioritization and selection involves a five-step process: 1. selecting project ranking criteria, 2. ranking the projects, 3. balancing your portfolio, 4. balancing capacity/resources, and 5. prioritizing your overall portfolio. Your efforts to prioritize and carefully select your projects will pay off tremendously. Project prioritization and selection helps you add new projects to your queue without misallocating more important resources to them. Project prioritization and selection is just one more step in providing your employees with what will be the backbone of their success in project execution -- timely and accurate information.
Trade Publication Article
New prescription: adapt to project-based work or perish
Many company operations have scattered to the four corners of the globe, and workforce attitudes have undergone a similar shift. People no longer expect to follow a predictable, hierarchical career path. Today's companies must learn how to function in a short-term, project-based business world. Unfortunately for many companies this skill set is not yet a strong suit. Companies face numerous challenges in their quest to adapt business practices to the brave new flat world. These challenges include: 1. Workers have a whole new set of expectations. 2. Current business systems on their own do not match up with the operations needed in a flattened world. 3. Rapidly accelerating globalization has changed all the rules.
Magazine Article
Service Moves To The Front Of The Line Professional Services Automation: Optimizing Project & Service Oriented Organizations
Some of the unique requirements for PSORGs are dictated by whether their projects are for cost centres (non-billable and based on budgets) or profit centres. Many IT departments are engaged in internal software development, engineering, R&D, and product design, and only serve internal clients. The projects and services implemented for these internal clients are based on corporate budgetary constraints and are non-billable work. Some PSORGs perform work for external clients, and usually perform their billing based on various rating algorithms. The fact is that very few PSORGs efficiently deliver their services. Due to increased industry complexities and inefficient corporate processes, service workers are not focusing on their key responsibilities. They are instead being bombarded with increasing amounts of administrative tasks, technology issues, unmanaged workloads, and lack of information. Thus there is a great need and an increasing demand for software applications that can render PSORGs more productive and more profitable. PSORGs are ridden with inefficient processes and behaviour. Resources are not utilized at their optimal capacities, collaboration is less than ideal, billing cycles are lengthy, project status is based on outdated information, and project costs are not managed or known with certainty - all of which lead to a less-than- productive organization and decreased profitability. PSA applications address these inefficiencies in much the same way that ERP applications address the business processes for more traditional industries.
Magazine Article