CHAPTER ONE
Operating Within the Realities of Organizational Life
Several years ago, I was sitting in a hotel lobby with four experienced project managers, idling away the time by swapping stories about project management experiences. One manager made a remark that clearly struck a responsive chord in the others: “I spend a lot of time fantasizing about how much I could get done on my projects if one day my company and its budget officers and upper-level managers and purchasing agents and lawyers all went poof!—evaporated into the stratosphere.” His three colleagues vigorously nodded their heads in approval. If this comment were made before an ...
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