Manufacturing organizations are faced with an enormous throughput of information and activity that affect processes, people, markets, products, and technology-not to mention market share and profitability. This crush of information and activity often gets translated into projects. By all accounts, projects are now the way work gets done in organizations, from small companies all the way up to complex global organizations. Unfortunately, it is not unusual for organizations to become overwhelmed by the sheer volume of projects. People become overloaded by project responsibilities and frustrated by their inability to get things done. In many organizations, projects continually run over time and over budget. Among the contributing factors are inadequate project definition, shortages of key human and other resources, poor management skills, and shifting-or worse, conflicting-priorities that pit resources and projects against each other.
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