Table of Contents

About The Author


Disturbing Signs in American Business

Taking Stock

Striking a Proper Balance

Scope of the book

Chapter 1 Thesis

1.0 The Implications of Current Trends

1.1 The Fragility of Trust

1.2 The Challenge of Integral Management

1.3 Recognizing the Stakeholders

1.4 Adversity - The True Test of Management Integrity

1.5 Integrity in All Relationships

Chapter 2 Senior Management Roles

2.0 Introduction

2.1 Some Observations about Enterprise Management

2.2 Top Management's Real Job

2.3 Balancing the Stakeholders' Interests

2.4 A Common Failure

2.5 The Division of Management Responsibility

Chapter 3 Projects and Planning

3.0 Introduction to Projects

3.1 Projects and Plans

3.2 The Project plan: its purpose, and content

3.3 The Planning Process

3.4 Implementing the Plan

3.4.1 If It Can Happen, It Will! If It Can't Happen, It Also Will!

3.5 Estimating the Impact of Program Changes

3.6 Conclusion

Chapter 4 Project Management Relationships

4.0 Introduction

4.1 Purpose

4.2 Program Management Role

4.3 The Role of the Functional Organization

4.4 Organizational Relationships

4.5 Performance against Commitments

4.6 Overarching Disciplines Support Program Integrity

4.7 Total Quality Management and Continuous Improvement

4.8 Expectations of individuals assigned to IPTs

4.9 Resolving Conflicts in Objectives

4.8 Summary

Chapter 5 Enterprise Management and Organization

5.0 Introduction

5.1 Two Fundamental Tests for Management Structure

5.2 Organizing for Success

5.3 Roles and missions defined by titles and charters communicate the intended division of responsibility within the Enterprise

5.4 Organization Models

5.5 Projectized vs. Matrix Organizations

5.6 Some Other Organizational Issues

Chapter 6 Subcontract Management

6.0 Introduction

6.1 Background

6.2 Make or Buy Decisions

6.3 Source Selection

6.4 Program Subcontract Integration and Management

6.5 Subcontract Management Team Tasks

6.6 Functions and Responsibilities

Chapter 7 Integration Arts

7.0. The Overarching Disciplines

7.1 Program Definition and Integration

7.2 Program Evaluation (Program status, and control)

7.3 Product Definition

7.4 Product Evaluation

7.5. Other Development Disciplines

7.6. Production Disciplines

7.7. Checks and Balances by Hand-off of Responsibility

Chapter 8 Managing Cost

8.0 Understanding the cost of doing business

8.1 Purpose of the cost management information system

8.2 Classes of cost

8.3 Cost/benefit correlation

8.4 Effective Control of Cost

8.5 Knowing the Cost Influences and Delegating Them Down

8.6 Managing Project Cost

8.7 Forecasts and accountability

8.8 Computers, Buildings and Machines

8.9 Activity Based Accounting

8.10 Stability, Instability, and Unanticipated Events

8.11 Contract Roles and Forms

Chapter 9 Managing Computers

9.0 Purpose

9.1 Background

9.2 The Computation Demands of Today's Business

9.3 A Better Approach

9.4 Implementation

Chapter 10 Communications

10.0 Some Observations about Communication

10.1 Effective Communication - A Keystone of Successful Management

10.2 Objectives of Communication

10.3 Effective Methods of Project Communication

10.4 Effective Enterprise Management Communications

10.5 Individual Communication: Setting Objectives and Expectations with Feedback and Evaluation

10.6 Compensation and Incentives as Aids to Communication of Objectives

10.7 Meetings and Formats

10.8 Quality of Communication

10.9 Summing Up

Chapter 11 Dealing with Other Styles

11.0 Background

11.1 Different Cultures Inside the Enterprise

11.2 Meeting the Challenge

11.3 Effective Transaction Management

11.4 Unilateral Direction and its Pitfalls

11.5 Ethics and Ethics Programs.

11.6 Situational Ethics

11.7 Coming to Grips with Management Fads

11.8 Conclusions

Chapter 12 Contracts

12.0 General

12.1 A Seemingly Dry but Vital Subject

12.2 Definitions

12.3 Matching the Contract to the Job .

12.4 Important Tests for Choosing the Right Contract Form

12.5 The Dangers of Non-linearities in Cost-Fee Relationships

12.6 What if the Contract Becomes Inoperable?

12.7 Your Signature is Your Bond

Chapter 13 Motivations

13.0 Introduction

13.1 Financial Incentives as a Motivation for the Workforce

13.2 Sharing the Benefits of Success.

13.3 Conclusion

Chapter 14 Management Expectations

14.0 Putting It All Together

14.1 Setting and Communicating Expectations for Management

14.2 An Example of Integral Management Expectations

Appendix 1 ( images )

Copyright © 2001 L. David Montague. All rights reserved.