The early explorers up through those of the early part of the last century were the supreme users of management practices that have been formalized today. Their expeditions had all the characteristics of a business project: goal setting, strategizing, applying finite resources, risk-taking, keeping people, dealing with competitors, and many others. During actual expeditions, the leaders faced many risks, issues, and conflicts that challenge the best leaders today, from small to large enterprises. Like all projects and business ventures, the expeditions met their goal, either partially or entirely, and in some cases even exceeded it or failed it completely. Management Lessons from the Great Explorers selects the most famous, and in some cases infamous, explorers to discuss and analyze the good and bad management practices-even though these explorers may have never called them management practices-they used before, during, and even after their expeditions. Each chapter provides historical background about one explorer and the details about their explorations. The chapters then discuss the challenges the explorers faced when planning and executing their expeditions and examine their successes and failures from a management perspective. The book will help managers to Manage unexpected and potentially catastrophic risks Set goals that open up new horizons Communicate effectively with team members Lead teams through hardships and difficulties The final chapter gives lessons learned that managers may take from the book and apply to their own business undertakings. These lessons include Learning from experience Having a strong sponsor and team Relying on data and information Applying risk management and adapting to changing circumstances Implementing unity of command and defining roles and responsibilities Identifying and understanding stakeholders Being decisive Being willing to say no

The early explorers up through those of the early part of the last century were the supreme users of management practices that have been formalized today. Their expeditions had all the characteristics of a business project: goal setting, strategizing, applying finite resources, risk-taking, keeping people, dealing with competitors, and many others. During actual expeditions, the leaders faced many risks, issues, and conflicts that challenge the best leaders today, from small to large enterprises. Like all projects and business ventures, the expeditions met their goal, either partially or entirely, and in some cases even exceeded it or failed it completely. Management Lessons from the Great Explorers selects the most famous, and in some cases infamous, explorers to discuss and analyze the good and bad management practices-even though these explorers may have never called them management practices-they used before, during, and even after their expeditions. Each chapter provides historical background about one explorer and the details about their explorations. The chapters then discuss the challenges the explorers faced when planning and executing their expeditions and examine their successes and failures from a management perspective. The book will help managers to Manage unexpected and potentially catastrophic risks Set goals that open up new horizons Communicate effectively with team members Lead teams through hardships and difficulties The final chapter gives lessons learned that managers may take from the book and apply to their own business undertakings. These lessons include Learning from experience Having a strong sponsor and team Relying on data and information Applying risk management and adapting to changing circumstances Implementing unity of command and defining roles and responsibilities Identifying and understanding stakeholders Being decisive Being willing to say no

This book aims at renewing the attention on a niche field, Cultural Festivals, so important for valorizing cultural traditions and local heritage visibility as well as social well-being. Following the disruptive consequences of the COVID-19 pandemic, this fragile sector deserves more attention from public authorities and stakeholders at national and European levels with a suitable and dedicated plan of recovery and valorization. This book provides a comparative analysis of Cultural Festivals in Europe, taking insights from an international range of high-level scholarly contributors. Individual chapters highlight and analyse challenges around the organisation, management and economics of Cultural Festivals. As a whole, the book provides a comprehensive overview of scholarly research in this area, setting the scene for the future research agenda. Matters related to educational programs and new audience development, as well as challenges related to digitalization, are also included. The book employs a tradition versus innovation lens to help readers account for the consequences of the digital revolution, new audience development and an educational agenda. The result is a book which will be valuable reading for researchers, academics and students in the fields of event and cultural management and beyond. Chapters 4 and 9 of this book are available for free in PDF format as Open Access from the individual product page at www.routledge.com. They have been made available under a Creative Commons Attribution-Non Commercial-No Derivatives 4.0 license.

This book analyses the relationships among product safety strategy and culture, concurrent engineering, new product development (NPD) processes and product safety performance. Product safety is a matter of enormous economic and societal concern, given the safety risks to consumers and the financial risks to producers. Nevertheless, a thorough conceptual understanding of the effects of NPD policies and practices is still largely missing, as several large-scale trends have made clarifying the role of product safety in its socio-economic context difficult, including: the rise of consumerism and the shift in the balance of power from manufacturers to customers and regulators; the internationalization of value chains and the fragmentation of markets worldwide; and technological change leading to a sophistication of products that rendered average consumers increasingly unaware of risk and potential accidents. This volume sets out to close the gaps among research, practice and policy, with an emphasis on advocating responsible product innovation. Through an in-depth study of the durable juvenile products industry, the authors discover important relationships, for example that top management involvement, safety-first culture and robust NPD processes are paramount in increasing product safety and decreasing product recalls in firms. On the other end of the spectrum, concurrent engineering does not automatically lead to product safety, they found no "magic bullet" through which product safety can be tied to the use of a particular tool, skill, or practice. Offering a dynamic framework for aligning the interests of multiple stakeholders, including manufacturers, regulators, and consumers, the authors provide a clearer understanding of product safety and its implications for scholars, students, policy makers, and practitioners in the areas of innovation management, product management, R&D management, and responsible research and innovation.

This book discusses risk management as it applies to problem-solving for simple, complex and wicked problems faced by policy creators and implementors, project managers and systems engineers in the context of policies, large engineering projects (LEPs), projects and systems. When applying systems thinking to risk management, it can be seen that risk management applies to almost every action taken in daily life. This book: Introduces the systems approach of integrating risk management into policy creation and implementation, project management and systems engineering, such as the risk framework and the Firm Fixed Price (FFP) contract with penalties and bonuses. Introduces a number of out-of-the box concepts building on the application of the systems thinking tools in the system thinker's toolbox. Points out that integrating risk management into policy and project management and systems engineering is just good management and engineering practice. Discusses the flow of risk in a policy from creation through implementation via LEPs and simpler projects, identifying where risks arise and where they should be dealt with. Presents the risks in the relationship between policy creation, implementation, project management and systems engineering. Discusses risks throughout the policy implementation process and shows how the nature of risks changes from political to financial to technological as implementation proceeds. Discusses managing complexity and specifies the minimum number of elements in a system for it to be defined as, and managed as, complex. Points out that in most instances the traditionally ignored major implementation risk is that of poor performance by personnel. Shows how to proactively incorporate prevention into planning in order to prevent risks, as well as how to mitigate them when they occur.

Central to the issue of improving project performance is the application of deterministic, probabilistic processes, and techniques to reduce human error. To that end, we as project managers often endeavour to implement and follow a project management methodology in the belief that we can reduce the scope for emerging ambiguous requirements, ill-matched resource needs and availability, contractual and funding constraints, and other unwanted uncertainties. However, such 'self-evidently correct' processes are not without their limitations. The management of uncertainty needs to be viewed not from a procedural, 'stand-alone' perspective but from a behavioural, people-driven perspective - that is, Mindfulness. Mindfulness is a project-wide human capability to anticipate key events from emerging trends, constantly adapt to change, and rapidly bounce back from adversity. Resilient project managers are forward-thinking and able to foresee relevant scenarios that are likely to occur and which may have damaging effects on performance. We strive to be prepared for the best but also for the worst, and learning is nurtured and encouraged. We believe that with purpose, whatever uncertainty hits us, and regardless of the damage caused, we can prevent a crisis from happening in the first place. When a crisis occurs, we can recover and bounce back from shocks, quickly restoring 'normal' management. This book goes beyond commonly accepted standards in project management and looks past mere compliance to determinism and probabilistic approaches to managing uncertainty. Relying on the power of mindful thinking, it identifies an art to manage uncertainty.

- Ties together the three (now) competing modern disciplines in Program and Project Management - Tells you how to do it, not just some theory based on a one of a kind project - Provides clear and concise definitions for the three disciplines helping with career choices, separation of duties and when to use - Perfect desktop reference usable for many years to come

- Ties together the three (now) competing modern disciplines in Program and Project Management - Tells you how to do it, not just some theory based on a one of a kind project - Provides clear and concise definitions for the three disciplines helping with career choices, separation of duties and when to use - Perfect desktop reference usable for many years to come

Practical Management for the Digital Age is an innovative introductory management textbook that shows the sweeping impact of information technology on the business world. At the same time, it addresses the pressing issue of how environmental aspects are interwoven with management decisions. This book forms an academically rigorous, accurate, and accessible first exposure to a topic that often challenges novices with competing definitions, inconsistent use of terminology, methodological variety, and conceptual fuzziness. It has been written for readers with little or no prior knowledge of management and is compact enough to be read cover-to-cover over the course of a semester. Features of this book: Provides a broad, self-contained treatment of management for those without prior knowledge of management or commerce, emphasizing core ideas that every manager should know. Establishes the context of modern management by characterizing the nature of the private enterprise, the economic theory of the firm, the economics of digitalization and automation, processes of innovation, and life cycle thinking. Introduces readers to various activities of managing, including business modeling, new business formation, operations management, managing people, marketing, and the management of quality and risk. Provides practical introductions to broadly applied management techniques, including financial planning, financial analysis, evaluating flows of money, and planning and monitoring projects. This book is aimed at a wide range of undergraduate and postgraduate students in a variety of disciplines, as well as practitioners. It will be especially useful to those in the fields of engineering, science, computer science, medicine, pharmacy, social sciences, and more. It will help student readers engage confidently with project work in the final parts of their degree courses and, most importantly, with managerial situations later in their careers. For instructors, who may not have a management background, this book offers content for a self-contained year-long course in management at the intermediate undergraduate level. In addition, it has been developed for undergraduate and postgraduate courses with accreditation requirements that include a taught element in management, such as the UK Engineering Council's Accreditation of Higher Education (AHEP) framework.

Although project management is a newly recognised profession, it deals with a number of significant challenges. We seem to operate in an unprecedented environment, rife with change, innovation and turbulence. Moreover, projects by their very nature tend to push boundaries, encourage novelty and demand engagement with the uncertain and the unknown. Indeed, projects reflect our organised impulse to constantly amend, shape, improve and refine our context. So how can future projects overcome the challenges? Rethinking Project Management for a Dynamic and Digital World makes a powerful and original statement equipping project leaders and managers with new approaches and frameworks for an increasingly demanding world where the traditional methods, models and mindsets no longer suffice. The book explores new trends, promising ideas and novel concepts and distils the fundamentals for marshalling a world concerned with people, communities and value by deploying innovation, rethinking purpose and acting responsibly. An increasingly borderless, upwardly mobile and entrepreneurial society requires a revamped and revitalised project perspective that is more dynamic, adaptive and reflective. This volume brings together some of the best writing by leading authorities on many key topics, including benchmarking, lean quality, communicating, teams and teamwork, followership, organising for project work, project frameworks, agile working, project portfolios, strategic initiatives, strategic alignment, trust, entrepreneurship, putting people first, social processes, positive organisations, rethinking progress, the hacker paradigm, community, stewardship and knowledge management. The collection thus offers an invaluable new resource for informed managers looking to engage with the latest thinking and research and for researchers seeking to reflect on how the discipline is changing.

Unique selling point: Theory, strategies, tools, and technology to create a more inclusive organization Core audience: Business managers, project managers, and consultants Place in the market: The book is in line with social justice trends as well as technology trends to meet the needs of management professionals

This book presents the concept of healthcare facilities management performance measurement (HCFMPM) using Ghana as a case study. It set forth in-depth theoretical and empirical underpinnings of performance measurement concepts for hospital facilities services, with the view to demonstrate critical performance dimensions to improve FM contributions and added value to healthcare delivery. The research approach adopted is mixed method encompassing qualitative interviews in case study setting and a questionnaire survey of sampled hospitals in Ghana. The book presents a number of useful tables, graphs as well as a pedagogic illustration of statistical analysis which are useful in understanding the concepts under reference. It develops a structural equation model for performance measurement of FM services. The book is of relevance to healthcare managers, facilities management practitioners and academics towards measuring and improving FM performance in hospitals. Although the data used in the analysis is based on the case study country Ghana, the result is by extension useful to several developing countries faced with the challenge to improve FM services delivery in public hospitals as well as other facilities management sectors.

Easy to read introduction to a complex area in construction management The only book on the market pitched at this level, others are more advanced Case studies, discussion questions and chapter summaries

Turbulence is not new to the business world. In fact, turbulence is increasing, and managers are seeing teams spinning their wheels. Management systems are in a state of crisis and operations are more complex. The old top-down operations mode no longer suffices. Today's businesses demand speed and increased accuracy, forcing everyone to re-evaluate chains of command and tear down the walls between functions. Amid the responsibilities of traditional management lies problem solving. The push is toward moving decision-making authority down the ladder to all levels. Managers are no longer equipped to or capable of making the number and variety of necessary decisions in a vacuum. The current mode is to have employees deal directly with workplace issues and take corrective action without complaint and without management involvement. Coping with this reality and preparation for these improvements in workplace problem solving requires interest and motivation. Strategic Decision Making for Successful Planning can facilitate this by demystifying and simplifying the process. The book bridges philosophy and theory and puts together a practical integration of all the tools necessary to get results from your investment of time, energy, and money. What is unique about this book is while it's based on a strong academic foundation, it does not get bogged down in the human-planning or psychological process of solving problems. It doesn't provide "pie-in-the-sky" creative solutions or a five-year process for solving problems and planning for the future. Numerous techniques and tools are included to make the book the right balance between practical and academic. The book also includes an extensive case study to illustrate points made in the text.

Turbulence is not new to the business world. In fact, turbulence is increasing, and managers are seeing teams spinning their wheels. Management systems are in a state of crisis and operations are more complex. The old top-down operations mode no longer suffices. Today's businesses demand speed and increased accuracy, forcing everyone to re-evaluate chains of command and tear down the walls between functions. Amid the responsibilities of traditional management lies problem solving. The push is toward moving decision-making authority down the ladder to all levels. Managers are no longer equipped to or capable of making the number and variety of necessary decisions in a vacuum. The current mode is to have employees deal directly with workplace issues and take corrective action without complaint and without management involvement. Coping with this reality and preparation for these improvements in workplace problem solving requires interest and motivation. Strategic Decision Making for Successful Planning can facilitate this by demystifying and simplifying the process. The book bridges philosophy and theory and puts together a practical integration of all the tools necessary to get results from your investment of time, energy, and money. What is unique about this book is while it's based on a strong academic foundation, it does not get bogged down in the human-planning or psychological process of solving problems. It doesn't provide "pie-in-the-sky" creative solutions or a five-year process for solving problems and planning for the future. Numerous techniques and tools are included to make the book the right balance between practical and academic. The book also includes an extensive case study to illustrate points made in the text.

Integrating Business Management Processes: Management and Core Processes (978-0-367-48549-8, 365816) Shelving Guide: Business & Management The backbone of any organisation is its management system. It must reflect the needs of the organisation and the requirements of its customers. Compliance with legal requirements and ethical environmental practices contributes towards the sustainability of the management system. Whatever the state of maturity of the management, this book, one of three, provides useful guidance to design, implement, maintain and improve its effectiveness. This volume, with its series of examples and procedures, shows how organizations can benefit from satisfying customer requirements and the requirements of ISO standards to gain entry into lucrative markets. It provides a comprehensive coverage of the key management and core processes. Topics include the impact of management systems on business performance, strategic planning, risk management, good manufacturing practices, purchasing, production and provision of services, new product planning, warehousing and logistics, sales management and several other topics. This book, along with its two companion volumes, is a practical guide for real managers, designed to help them manage their business more effectively and gain competitive advantage. Titus De Silva is a consultant in management skills development, pharmacy practice, quality management and food safety and an advisor to the newly established National Medicines Regulatory Authority (NMRA) in Sri Lanka.

This book is designed to be a quick guidelines-oriented approach to the topic of project management. It contains the essential management practices required to produce successful project outcomes. Guidelines for Achieving Project Management Success helps the non-technical reader who might have been originally put off by a more robust treatment of project management. It uses the 80/20 rule where 80% of the project management problem may originate from just 20% of the cause. The book includes easy to understand examples illustrating key topics and offers advice and references for further reading. The book also helps the reader on how to define what the target is with the project and how to execute it to get the desired results. The primary audience is individuals who are seeking a readable description of the project management processes. The book is also useful for an academic program where project management is secondary to the primary topic.

This book provides insight, measures, and tools to manage a program or project to be first place amongst its competitors and similar efforts. Providing breakthrough insight by showing how to understand and use team member motivation, it gives leadership and team members the tools to be first place. It shows program and project managers how to motivate a team to perform better than its competitors while bringing great satisfaction and tailored growth to the team individuals. Highlights include: Selecting excellent task leads and determining the best team mix Fulfilling motivation needs during program and project execution Motivating high-tempo performance The very best performance of a program or project team occurs when the needs driving the fundamental motivations of team members are being met. This book explains how human motivation analysis substantiates the successful program and project, organizational and process elements that have been applied. By using the measure of providing promised deliverables within cost and schedule constraints and with managed risk, it describes team performance and explains the difference between a high-performance team and an average-performance one. It applies recent research of how motivation applies to programs and projects and how to accordingly organize a team. Beginning with an introduction of improvement concepts, this book reviews current program and project success statistics and then delves into how to reap the tremendous advantages of modern motivation-based organization leadership. It shows how to determine team member motivation and use it to assemble and execute a first-place program or project. Guidance includes showing how to assign the best mix of motivational types for each team and choosing leadership. Project and Program Excellence: Motivational Leadership for Breakthrough Results offers an organizational and leadership approach for highly successful development efforts.

This book provides insight, measures, and tools to manage a program or project to be first place amongst its competitors and similar efforts. Providing breakthrough insight by showing how to understand and use team member motivation, it gives leadership and team members the tools to be first place. It shows program and project managers how to motivate a team to perform better than its competitors while bringing great satisfaction and tailored growth to the team individuals. Highlights include: Selecting excellent task leads and determining the best team mix Fulfilling motivation needs during program and project execution Motivating high-tempo performance The very best performance of a program or project team occurs when the needs driving the fundamental motivations of team members are being met. This book explains how human motivation analysis substantiates the successful program and project, organizational and process elements that have been applied. By using the measure of providing promised deliverables within cost and schedule constraints and with managed risk, it describes team performance and explains the difference between a high-performance team and an average-performance one. It applies recent research of how motivation applies to programs and projects and how to accordingly organize a team. Beginning with an introduction of improvement concepts, this book reviews current program and project success statistics and then delves into how to reap the tremendous advantages of modern motivation-based organization leadership. It shows how to determine team member motivation and use it to assemble and execute a first-place program or project. Guidance includes showing how to assign the best mix of motivational types for each team and choosing leadership. Project and Program Excellence: Motivational Leadership for Breakthrough Results offers an organizational and leadership approach for highly successful development efforts.

-Core textbook for technical and professional communication courses, providing a leaner and more innovative alternative to the current market leaders -Technical communication courses are increasingly common as core undergraduate courses throughout the US, and growing in Europe and Asia -Distinctive focus on design thinking approach to technical communication, and greater emphasis on collaboration skills and intercultural and international technical communication than competitors -Provides a leaner alternative to the competing 700-page textbooks -eResource includes instructor's manual with web links, exercises, and teaching guidance for face-to-face and online teaching

-Core textbook for technical and professional communication courses, providing a leaner and more innovative alternative to the current market leaders -Technical communication courses are increasingly common as core undergraduate courses throughout the US, and growing in Europe and Asia -Distinctive focus on design thinking approach to technical communication, and greater emphasis on collaboration skills and intercultural and international technical communication than competitors -Provides a leaner alternative to the competing 700-page textbooks -eResource includes instructor's manual with web links, exercises, and teaching guidance for face-to-face and online teaching

Leadership, Ethics, and Project Execution provides a masterclass in the project and people management skills that set apart the most accomplished design and construction professionals. This textbook for graduate and advanced undergraduate students distils the insights gleaned over the authors' decades of experience in academia and industry into actionable principles for success in a notoriously demanding field. Combining real life case studies with original research, Leadership, Ethics, and Project Execution points the way from the classroom to the jobsite. Interactive exercises allow readers to take the role of junior project managers and other emerging professionals and reason through the ethical dilemmas surrounding building projects from the initial bid to completion. Chapters on stakeholder alignment, productivity, and project success ensure that aspiring leaders' business decisions are as economically sound as they are ethically correct. From its accessible, conversational tone to the lifetime's worth of construction wisdom it shares, Leadership, Ethics, and Project Execution offers an extended mentoring session with three giants of the building industry.

Lean Process Creation teaches the specific frames-the 6CON model-to look through to properly design any new process while optimizing the value-creating resources. The framing is applicable to create any process that involves people, technology, or equipment-whether the application is in manufacturing, healthcare, services, retail, or other industries. If you have a process, this approach will help. The result is 30% to 50% improvement in first-time quality, customer lead time, capital efficiency, labor productivity, and floorspace that could add up to millions of dollars saved per year. More important, it will increase both employee and customer satisfaction. The book details a case study from a manufacturing standpoint, starting with a tangible example to reinforce the 6CON model. This is the first book written from this viewpoint-connecting a realistic transformation with the detailed technical challenges, as well as the engagement of the stakeholders, each with their own bias. Key points and must-do actions are sprinkled throughout the case study to reinforce learning from the specific to the general. In this study, an empowered working team is charged with developing a new production line for a critical new product. As the story unfolds, they create an improved process that saves $5.6 million (10x payback on upfront resource investment) over the short life cycle of the product, as well as other measurable benefits in quality, ergonomics, and delivery. To an even greater benefit, they establish a new way of working that can be applied to all future process creation activities. Some organizations have tried their version of Lean process design following a formula or cookie-cutter approach. But true Lean process design goes well beyond forcing concepts and slogans into every situation. It is purposeful, scientific, and adaptable because every situation starts with a unique current state. In addition, Lean process design must include both the technical and social aspects, as they are essential to sustaining and improving any system. Observing the recurring problem of reworking processes that were newly launched brought the authors to the conclusion that a practical book focused on introducing the critical frames of Lean process creation was needed. This book enables readers to consider the details within each frame that must be addressed to create a Lean process. No slogans, no absolutes. Real thinking is required. This type of thinking is best learned from an example, so the authors provide this case study to demonstrate the thinking that should be applied to any process. High volume or low, simple or complex mix, manufacturing or service/transactional-the framing and thinking works. Along with the thinking, readers are enabled to derive their own future states. This is demonstrated in the story that surrounds the case study.

Lean Process Creation teaches the specific frames-the 6CON model-to look through to properly design any new process while optimizing the value-creating resources. The framing is applicable to create any process that involves people, technology, or equipment-whether the application is in manufacturing, healthcare, services, retail, or other industries. If you have a process, this approach will help. The result is 30% to 50% improvement in first-time quality, customer lead time, capital efficiency, labor productivity, and floorspace that could add up to millions of dollars saved per year. More important, it will increase both employee and customer satisfaction. The book details a case study from a manufacturing standpoint, starting with a tangible example to reinforce the 6CON model. This is the first book written from this viewpoint-connecting a realistic transformation with the detailed technical challenges, as well as the engagement of the stakeholders, each with their own bias. Key points and must-do actions are sprinkled throughout the case study to reinforce learning from the specific to the general. In this study, an empowered working team is charged with developing a new production line for a critical new product. As the story unfolds, they create an improved process that saves $5.6 million (10x payback on upfront resource investment) over the short life cycle of the product, as well as other measurable benefits in quality, ergonomics, and delivery. To an even greater benefit, they establish a new way of working that can be applied to all future process creation activities. Some organizations have tried their version of Lean process design following a formula or cookie-cutter approach. But true Lean process design goes well beyond forcing concepts and slogans into every situation. It is purposeful, scientific, and adaptable because every situation starts with a unique current state. In addition, Lean process design must include both the technical and social aspects, as they are essential to sustaining and improving any system. Observing the recurring problem of reworking processes that were newly launched brought the authors to the conclusion that a practical book focused on introducing the critical frames of Lean process creation was needed. This book enables readers to consider the details within each frame that must be addressed to create a Lean process. No slogans, no absolutes. Real thinking is required. This type of thinking is best learned from an example, so the authors provide this case study to demonstrate the thinking that should be applied to any process. High volume or low, simple or complex mix, manufacturing or service/transactional-the framing and thinking works. Along with the thinking, readers are enabled to derive their own future states. This is demonstrated in the story that surrounds the case study.

The only book to look specifically at the key issue of communication of projects, which often makes or breaks a project. This second edition is updated with the key information for today's communication managers working on projects, including 'agile', the use of storytelling, and crisis management. A highly practical book, written by a seasoned communications professional and trainer.