Foreword
The forward progress of organisations has always depended heavily on the management of projects. New plants, new products, new organisations, new methods, new ventures – all required dedicated teams working to strict timetables and separate budgets. But today there’s a vital difference. The project management mode has broadened and evolved to the point where managers may spend as much time in interdisciplinary, cross-functional, interdepartmental project teams as they do in their normal posts.
Many factors have contributed to this unstoppable development – among them the increased complexity of all businesses, the closer inter-relationships within organisations and with customers and suppliers outside, and the mounting pressure for ...
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