Preface xiii -- 1 CONFRONTING THE REALITIES IN DECISION-MAKING 1 -- History of Failed Projects 2 -- Organizational Discipline 5 -- Sources of Decision-Making Knowledge 7 -- Making Organizational Decisions 9 -- Key Points 11 -- Notes 12 -- 2 MANAGING THE ORGANIZATION 13 -- Management Model 14 -- New Management Paradigm 15 -- Executives 17 -- Managers 19 -- Engineers and Other Discipline Specialists 24 -- Project Managers 25 -- Common Requirements for Executives, Managers, Engineers and -- Other Discipline Professionals, and Project Managers 28 -- Key Points 40 -- Notes 41 -- 3 DECISIONS HAVE CONSEQUENCES 43 -- The Knowledge Chain 44 -- External Decision Drivers 46 -- Expanding Worldwide Operations 48 -- Dealing with Acquisitions and Mergers 49 -- Restructuring Organizations 52 -- Investing in New-to-the-Market Product/Services 55 -- Investing in New Technologies 57 -- Entering New Markets 59 -- Discontinuing a Product Line 60 -- Promoting Innovation and Entrepreneurship 61 -- Locating Business Operations 65 -- Key Points 66 -- Notes 67 -- 4 DECISIONS AND PROJECT SCOPE 69 -- Organizational Decisions 70 -- Low Impact to High Impact 71 -- Simple to Complex 72 -- Low Cost to High Cost 74 -- Low Risk to High Risk 74 -- Upgrade to Innovative 76 -- Current Business to New Business Unit 77 -- Current Business Unit to a New Game 78 -- Decisions in Functional Units 79 -- Limited Scope to Expanded Scope 80 -- Strategic to Operational 81 -- Knockouts 82 -- Thinking Before Doing 83 -- Key Points 87 -- Note 88 -- 5 MACRO DECISION TO IMPLEMENTATION 89 -- Executing the Decision 90 -- Using Tools and Techniques 91 -- Describing the Problem 94 -- Improving IT Project Performance 96 -- Advancing Project Management Practice 99 -- Managing Project Cycle Time 103 -- Managing with a Systems Perspective 109 -- Key Points 111 -- Notes 112 -- 6 MAKING PEOPLE DECISIONS 113 -- Energizing the Human Resource Department 114 -- Hiring Practices 116 -- Evaluating Employee Performance 120 -- Assessing Employee Potential 122.

Promotions and Appointments 124 -- Selecting Team Members 126 -- Selecting the Right People 130 -- Assigning Work 131 -- Transitioning From Specialist to Manager 132 -- Salary Schedules 134 -- Continuing Education 134 -- Building a Succession Competence 136 -- Key Points 137 -- Notes 138 -- 7 DEVELOPING DECISION-MAKING COMPETENCIES 139 -- Decision Dilemmas 140 -- Learning to Make Decisions 144 -- Educating for Decision-Making 147 -- Dealing with Ambiguity 153 -- Executing the Deliverables 156 -- Key Points 162 -- Notes 163 -- 8 IBM ROCHESTER, MINNESOTA: THE SILVERLAKE PROJECT 165 -- Birth of IBMR Minnesota 166 -- Project Fort Knox 167 -- IBMR Faces Market Challenges 168 -- New Directions for IBM Rochester 168 -- Furey Asks the Hard Questions 169 -- Ambitious Goals 173 -- Market Launch 176 -- Lessons Learned 177 -- Key Points 184 -- Notes 185 -- 9 BOEING AND THE 787 DREAMLINER 187 -- Dreamliner Scope and Expectations 188 -- Boeing-The Enterprise 189 -- The 787 Dreamliner Challenges 192 -- Commentary 198 -- Key Points 213 -- Notes 216 -- 10 COMMUNICATION IN DECISION-MAKING 219 -- New-to-the-Market Product 221 -- What is Communication? 226 -- Types of Communication 228 -- Organizational Context 231 -- Barriers to Effective Communication 234 -- Ethical Issues in Communication 253 -- Eliminating the Communication Barriers 255 -- Key Points 258 -- Notes 259 -- 11 EVALUATING DECISION-MAKING PERFORMANCE 261 -- People 262 -- Purposes 264 -- Processes 265 -- Strategic Thinking 266 -- Culture 267 -- Products and Services 268 -- Resources 270 -- Leadership 275 -- Innovation and Entrepreneurship 276 -- Organizational Readiness 278 -- Policies and Procedures 279 -- Employee Benefits 279 -- Downsizing 280 -- Going Global 281 -- Government Regulations 282 -- Offshore Operations 282 -- Integrating Organizational Units 283 -- General Governance Issues 284 -- Key Points 289 -- Notes 292 -- Index 293.