RelativeResourceManager.. - Tactical Guidelines, TG-11-1515...

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GartnerGroup Entire contents © 2000 by Gartner Group, Inc. Al rights reserved. Reproduction of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. GartnerGroup disclaims all warranties as to the accuracy, completeness or adequacy of such information. GartnerGroup shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The reader assumes sole responsibility for the selection of these materials to achieve its intended results. The opinions expressed herein are subject to change without notice. Tactical Guidelines, TG-11-1515 J. Mahoney Research Note 21 July 2000 Identify Misaligned Roles That Cause Project Failure Sustainable success of projects and operations depends on the alignment of three key management roles. However, it is not always possible to achieve full alignment. We suggest ways to minimize resulting problems. Most enterprises need to maximize performance in increasingly complex and dynamic circumstances by moving from command and control management structures to new structures that achieve empowerment. Misaligned management roles seriously inhibit this transition. Although the issue is not new, it causes serious problems for activities whose scope includes areas of significant change. Gartner sees the problem often when enterprises are reorganizing internal structures, when they are initiating major projects and when they are establishing joint activities with partners such as external services providers. The advice applies equally to projects and operational services because both can suffer from problems of role misalignment. Responsibility, Accountability and Authority
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RelativeResourceManager.. - Tactical Guidelines, TG-11-1515...

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