tailieunhanh - Ebook Production and Operations Management Systems: Part 2

(BQ) This part provides knowledge of: Project management, quality management, supply chain management, long-term planning (facilities, location, and layout), innovation by P/OM for new product development (NPD) and sustainability, quantitative models. | Chapter 7 Project Management Reader’s Choice—Do it right the first time Davenport, ., De Long, . and Beers, ., Successful Knowledge Management Projects, Sloan Management Review, Winter 1998, pp. 43–57. The authors, based on a study of 24 companies, identify eight characteristics of successful knowledge management projects. Fleming, ., and Koppelman, ., What’s Your Project’s Real Price Tag? Harvard Business Review, September 2003. The authors propose to use earned-value management (EVM) principles to track the actual performance of long-term capital projects. Greiner, ., and Schein, ., The Paradox of Managing a Project-oriented Matrix: Establishing Coherence Within Chaos, Sloan Management Reviews, 22(2), Winter 1981, pp. 17–22. The authors examine several coordination issues for managing a project-oriented matrix. Keil, M., and Montealegre, R., Cutting Your Loses: Extricating Your Organization When a Big Project Goes Awry, Sloan Management Review, April 2000. De-escalation of projects that are likely to fail is important before more organizational resources are committed. The authors focus on IT projects and suggest a four-stage de-escalation process. Keil, M., and Hring, ., Is Your Project Turning into a Black Hole? California Management Review, November 2010. This article explains that a black-hole project results because of a drift from the original goal, treatment of symptoms, and managers’ rationalization of the continuation of the project. 239 240  ◾  Production and Operations Management Systems Lenfle, S., and Loch, ., Lost Roots: How Project Management Came to Emphasize Control Over Flexibility and Novelty, California Management Review, November 2010. The authors emphasize that the role of project management be expanded to include novel and uncertain projects rather than focusing only on projects that are definitive in their outcomes. Macomber, ., You Can Manage Construction Risks, Harvard Business Review, 67(2), March–April