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Many people begin their careers in functional areas such as engineering, accounting, marketing, finance, or information technology and are often taken by surprise when they find their work life consumed with activities related to projects. As businesses expand globally, new technologies emerge and pressures for shortened product life cycles intensify, projects consume increasingly greater numbers of organizational resources. Out of this phenomenon has risen the commonly cited notion of the accidental project manager. Many of the people the author has interviewed and observed over a 25-year period have felt ill-prepared for the challenges they faced when they landed in positions requiring them to lead temporary, cross-functional teams.
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