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When management seeks to achieve personal departmental objectives that may work to the detriment of the entire company the manager is experiencing?
Wiki User
∙ 7y ago
They are expriencing a goal conflict.
Amber Bray
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What companies offer crisis management?
Intrinsic Risk Solutions Ltd Intrinsic Risk Solutions Ltd is a risk consultancy business specialising in the provision of intelligence led strategies for private and corporate clients. Offering amongst other services:-close protection, surveillance, consultancy, crisis management, project management, training and security assessments - our consultants enable our clients to manage and mitigate risks without detriment to their business or lifestyle. http://www.intrinsic-risk.com
What companies offer risk management?
Intrinsic Risk Solutions Intrinsic Risk Solutions Ltd is a risk consultancy business specialising in the provision of intelligence led strategies for private and corporate clients. Offering amongst other services:-close protection, surveillance, consultancy, crisis management, project management, training and security assessments - our consultants enable our clients to manage and mitigate risks without detriment to their business or lifestyle. http://www.intrinsic-risk.com
What is Collective Project Management?
A concept developed by Dr Karl Phillips which is a bottom up approach to helping to resolve resource constraints of Portfolio Management managed by Project or Programme Managers themselves in a mature and trusted organisation. Traditional Portfolio Management is concerned with the selection and management of all a company's projects, programmes and business as usual activities normally managed at an organisational, programme or functional level. The Collective Project Management concept is based upon the assumption that not all resources attached to a project or programme are fully utilised at any one time, and there is flexibility between project/programme managers to loan out resources for set durations to assist other projects and programmes in the company. The idea of loaning resources between projects within the same company can create high performing and effective teamwork in a mutually supportive environment and is a further development of the 'Tuckerman' team Development Model. For example, if a software engineer is likely to have free capacity within the next 2 weeks, their services are advertised within the company system, and an appropriate local agreement between two project/programme managers is reached to utilise that free capacity to the benefit of both projects. The release project/programme does not retain a resource unnecessarily when it can temporarily be better used on another project/programme to assist resolve a specific issue. The concept does rely upon advanced planning/coordination, trust between project/programme managers and an adherence to the agreement. The concept should not be used to prop up failing projects or programmes, and records of the use should be monitored to ensure that the system is not abused by any individual or team. The releasing project/programme does not incur costs of retaining an unnecessarily resource, and both projects/programmes can benefit, helping the company deliver both projects/programmes. Companies normally set their project/programme managers objectives to deliver their respective projects/programmes in isolation, often at the detriment of overall company performance. Collective Project Management allows project/programme managers to adapt and manage local day to day variations in projects/programmes without resorting to Resource Management processes that often take considerable time and effort to implement, and often take resources off one project/programme to give to a higher priority one. The analogy that could be used is a football team. When children first learn to play they all chase after the ball and all want to be strikers to score the goal. This is often how companies setup their projects and programmes, and there is no concept of sharing or the value that could be obtained by passing the ball to other players or resources to other projects/programmes. At the top of the game, football players know they have to be mutually supportive in order to gain maximum advantage and get a better chance of winning the game. Teams get their rewards by how many games and trophies they win, not how many individual goals they can score on their own. Mature companies that consider using Collective Project Management techniques may often find they could gain other benefits, such as lower operating/running costs resulting in lower bid costs (higher potential winning contracts when compared to their competitors), managers not hoarding resources unnecessarily, efficient use of resources across the company, rapid and flexible response to changes, staff development and some form of succession planning with lower single points of failure within the company. As with all concepts that can be disadvantages such as training a new team member up can delay the schedule, when trust breaks down project/programme managers not adhering to the rules can cause additional problems for other projects and it should not be used all the time on any project/programme. It should be used in exceptional situations and justification should be documented whenever it is used. Projects and Programmes that offer up and release resources should be rewarded subject to them adhering to their original plans and providing justification on how the resources became available through internal lean or continuous improvements activities, not by sandbagging and sharing contingency resources that they may have requested. Project or Programme Managers that abuse the system should be warned that their behaviour is not in the general interest of the company overall. What is strange to observe is that Collective Project Management seems to work well within companies when the resources are considered either low value (e.g. administrator and coordinators are often shared between projects) or are so scare no one project or programme can afford or wants to maintain a full time resource (e.g. quality engineer, commercial or finance manager, security engineer). The higher the perceived value of the resource, the less likely people are likely to adhere to the principles of Collective Project Management, perhaps because they see that their project may fail if they implement it. Collective Project Management doesn't often take place when engineers are assigned to projects. Project Managers often want their engineers full time on their projects and located with the rest of the team, even if they are not fully being utilised (afraid that if they release them they will not get them back). The text originally created on this page is released under the Creative Commons Zero Waiver 1.0
A sentence with detriment?
Jill's proud nature often lead her to detrimental situations. Not exercising is a detriment to your health.
Can you make a sentence using the word detriment?
There is no evidence of consumer detriment in the present very small market.
Can you give a sentence for detriment?
I tried to give my children the things I didn't have as a child, but I think it turned out to be to their detriment.
What rhymes with expedient?
Detriment.
What does also suffered a detriment?
A "detriment" is one criteria used to satisfy the sufficiency of consideration supporting a valid contract.
In astrology the detriment of the Sun is in what sign?
The Detriment sign of any planet is always in the opposite sign of its Dignity sign (own sign). So the Detriment sign of the Sun is the opposite sign of Leo which is Aquarius.
What is the antonym for the word detriment?
Benefit.
How can grasshoppers be a detriment to man?
olirose77@yahoo.com
What does detriment to success mean?
Threat to success.
What is the antonym of 'appendix'?
principal, lessening, subtraction. detriment
What is the meaning of the word detriments?
Detriment means disadvantage
What are antonyms of the word addendum?
descent detriment, lessening, or subtraction
