Innovation of any type requires the successful execution of project-based work. A recent MIT Sloan Management Review article (What Great Projects Have in Common by Dov Dvir and Aaron J. Shenhar) captured the essence of successful projects based on research across different industries. These seven reinforce what practical experience has shown as critical for success in a rapidly evolving business environment.
As part of a decade of research, Dvir and Shenhar collected quantitative and qualitative data on more than 400 projects that were undertaken in various industries since the late 1950s. ... They searched for projects with unusual success and long-term impact and found that seven managerial characteristics were common. A great project:
- Creates a unique competitive advantage and/or an exceptional value for its stakeholders.
- Begins with a long period of project definition dedicated to defining a powerful vision and clear need and selecting the best execution approach.
- Creates a revolutionary project culture. The execution of great projects often requires a different project culture, which can later spread to an entire organization.
- Needs a highly qualified project leader who is unconditionally supported by top management.
- Maximizes the use of existing knowledge, often in cooperation with outside organizations.
- Has integrated development teams with fast problem-solving capability and the ability to adapt to business, market and technology changes.
- Has a strong sense of partnership and pride.
No comments:
Post a Comment