Chapter 1. Control of Projects
PROJECTS ARE EVERYWHERE. Some projects we attempt succeed, and others do not. Many projects that fail do so because the project leader lacks sufficient control to keep things moving toward a successful conclusion. Insufficient project control is a result of many factors: lack of authority, geographically distributed teams, excessive project change, competing priorities, and inadequate planning, just to name a few.
Today’s projects are increasingly undertaken in environments where the project leader has little formal authority. Even for project managers who do have formal authority, significant portions of project work are done by contributors who work for other managers, often in a separate company. Projects where ...
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