Why Reengineering Fails Scott Schlofman
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1. Reengineering often fails due to human factors like leadership, attitudes, and resistance to change rather than technical issues. 2. For reengineering to succeed there must be a clear vision and sense of urgency from leadership as well as understanding why the previous system needs to change and how the new system will work. 3. Implementing change in small, manageable steps while focusing on outcomes rather than past failures can help ensure the success of a reengineering process.
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The document discusses how the physical environment or "servicescapes" of businesses can influence both customer and employee behaviors. It explains that servicescapes are made up of ambient conditions, spatial layout, and signage/decor and that each of these dimensions can independently and collectively shape perceptions. The document also outlines how servicescapes may impact emotions, social interactions, and achievement of organizational goals like motivation and customer retention. Finally, it provides examples of how businesses can design servicescapes to strategically shape specific behaviors.
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ยฉ 2007, David Po-Chedley & Rob St.Germain - 1 - Originally.docx
ยฉ 2007, David Po-Chedley & Rob St.Germain - 1 -
Originally published as a part of 2007 PMI North American Congress Proceedings โ Atlanta, GA, USA
ยฎBlue Print for Project Success:
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David Po-Chedley, Cambridge Consulting, Inc. & Rob St.Germain, Harvard Pinnacle Group
Abstract
Drawing on many years of experience in project management and organizational development, Dave Po-Chedley
and Rob St.Germain offer a roadmap to creating best in class project organizations by applying perspectives and
lessons learned from Business Process Re-engineering, Six Sigma and other successful change programs. The
authors posit that expecting Project Management success by focusing only on the processes in A Guide to the
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Project Management effectiveness lie outside the project processes outlined in the PMBOKยฎ Guide and in the realm
of organizational development.
Introduction
โHuman beings, it is said, must learn to crawl before we learn to walk and walk before we learn how to run.โ
(Traditional saying)
If projects were easy we would not need the PMBOKยฎ Guide. If projects were easy we would not need to train
thousands of people in the project managers and spend millions implementing PMOs. But, as we well know,
projects are not easy. Many of them are complex and problematic. So, we have spent the money and taken the time
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over budget projects are. Project managers and team members decry the long hours they spend trying to meet
unrealistic goals. Bottom line โorganizations of all types, public and private, continue to struggle to improve project
management performance.
From our work with many of these organizations, it appears that some progress has been made. Project teams are
working hard to apply the PMBOKยฎ Guide processes. Still, there is far to go. Could it be that we have somehow
missed or neglected certain critical elements that are needed to enable the process changes we have made to reach
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improvements? Could it be that the process improvements rightly promulgated by the PMBOKยฎ Guide are only a
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ุฉ ุจุนูุฏุฉ ู
ูู
ูุฒุงุช :
1- ู
ูุชุฑุฌู
ุฉ ุชุฑุฌู
ุฉ ุชููุงุณุจ ุฌู
ูุน ุงูู
ุณุชููุงุช
2- ุชุญุชูู ุนูู 78 ุฑุณู
ุชูุถูุญู ููู ููู
ุฉ ู
ูุฌูุฏุฉ ุจุงูู
ูุฒู
ุฉ (ููู ููู
ุฉ !!!!)
#ููู
_ู
ุงูู_ุฏุฑุฎ
3- ุฏูุฉ ุงููุชุงุจุฉ ูุงูุตูุฑ ุนุงููุฉ ุฌุฏุงู ุฌุฏุงู ุฌุฏุงู
4- ูููุงูู ุจุนุถ ุงูู
ุนููู
ุงุช ุชู
ุชูุถูุญูุง ุจุดูู ุชูุตููู ุฌุฏุงู (ุชูุนุชุจุฑ ูุฏู ุงูุทุงูุจ ุฃู ุงูุทุงูุจุฉ ุจุฅููุง ู
ุนููู
ุงุช ู
ูุจูู
ุฉ ูู
ุน ุฐูู ุชู
ุชูุถูุญ ูุฐูู ุงูู
ุนููู
ุงุช ุงูู
ูุจูู
ุฉ ุจุดูู ุชูุตููู ุฌุฏุงู
5- ุงูู
ูุฒู
ุฉ ุชุดุฑุญ ููุณูุง ุจ ููุณูุง ุจุณ ุชููู ุชุนุงู ุงูุฑุงูู
6- ุชุญุชูู ุงูู
ูุฒู
ุฉ ูู ุงูู ุณูุงูุฏ ุนูู ุฎุงุฑุทุฉ ุชุชุถู
ู ุฌู
ูุน ุชูุฑูุนุงุช ู
ุนููู
ุงุช ุงูุฌูุงุฒ ุงูููููู ุงูู
ุฐููุฑุฉ ูู ูุฐูู ุงูู
ูุฒู
ุฉ
ูุงุฎูุฑุงู ูุฐูู ุงูู
ูุฒู
ุฉ ุญูุงูู ุนูููู
ูุฅุชู
ูู ู
ููู
ุฅู ุชุฏุนููู ุจุงูุฎูุฑ ูุงูุตุญุฉ ูุงูุนุงููุฉ ููุท
ูู ุงูุชูููู ุฒู
ูุงุฆู ูุฒู
ููุงุชู ุ ุฒู
ูููู
ู
ุญู
ุฏ ุงูุฐูุจู ๐๐
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