Working Together: 12 Principles for Achieving Excellence in Managing Projects, Teams, and Organizations

 
9780071379519: Working Together: 12 Principles for Achieving Excellence in Managing Projects, Teams, and Organizations

This title discusses the 11 keys to successfully managing any project based on Boeing's project management guru, Alan Mulally. It has been suggested that the organization chart should be an inverted pyramid with the chief at the bottom, meaning that his job is to make it possible for all those people above to do their jobs. This is one of the principles that Mulally practices. He has espoused the 11 principles in this book throughout his career, and has proven that they work. They may sound simple, but they are the keys to success in managing projects - and any business. They include such concepts as: have a compelling vision; include everyone; and propose a plan, find a way. The principles allow for individual differences and a full range of management approaches; they also take into account both the human and technical sides of businesses.

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From the Back Cover:

Proven Principles for Building Successful Teams in Any Workplace

Working Together reveals for the first time how visionary project manager Alan Mulally was able to mold Boeing's many disparate elements into a well-oiled team­­one that delivered the revolutionary Boeing 777 both on time and on budget. Built upon Mulally's twelve guiding principles of project management, it provides managers with clear, easy-to-understand guidance for spearheading virtually any type of project, in any organization.

Written by bestselling project management author James P. Lewis, Working Together takes into account both the human and technical sides of business as it tells organizational leaders how to develop:

  • A clear, uncompromising mission, supported by nonconflicting performance goals
  • Active, ongoing practices for transforming the culture of an organization
  • Reward systems based on cooperation, not competition

The ability to successfully manage a project is one of today's most valuable and sought-after skills. Working Together outlines how any executive can plan, execute, and sustain remarkable project success, achieving desired results while virtually eliminating destructive intrateam conflict.

The Boeing 777 development program is one of the past half-century's most stirring, successful examples of organizational teamwork, and Alan Mulally one of the most celebrated and accomplished project managers. Based on the principles followed by Boeing and Mulally in the 777 project, Working Together provides hands-on details for successfully managing projects, teams, and organizations, and the techniques and strategies that executives and managers can implement to consistently achieve project excellence.

"Working together," Boeing's guiding philosophy, is more than just a program-of-the-month, or a catchy slogan. It represents an integrated set of twelve principles that a company can use to conduct itself, both internally with its employees as well as externally in relation to its customers, suppliers, and community. Each chapter in Working Together works as both a self-contained lesson in leadership and a crucial piece in the development of organizational success, describing:

  • Clear Performance Goals­­How to develop goals that go beyond purely financial measures to encompass value drivers including customer and employee satisfaction, innovation, and quality
  • One Plan­­Methods to construct a coordinated, integrated master plan that is effectively communicated by management­­with individual functional plans developed to coordinate with it
  • The Value of Data­­In-depth examination of the possibilities trapped inside data, and how solutions in a project are generally arrived at through facts rather than feelings

In today's technologically complex, logistically challenging global environment, lone wolves generally do not survive long. Working Together outlines a unique, proven system for inspiring teamwork among factions and building a unified whole from distinct and self-contained pieces. For managers of all enterprises from ten employee enterprises to 10,000, the answers it provides are direct, refreshing, and proven effective in some of today's most grueling, competitive project environments.

About the Author:

James P. Lewis, Ph.D., is the founder of The Lewis Institute, Inc., a training and consulting company specializing in project management, and an adjunct professor at the University of Management and Technology. Over the past two decades, Dr. Lewis has trained over 25,000 supervisors and managers in the United States, Europe, Asia, and throughout the world. He has written a number of influential books on project management, including "Project Planning, Scheduling, and Control", "The Project Manager's Desk Reference", "Working Together", and others. His books have been translated into Chinese, Portuguese, and Lithuanian.

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