Russell D. Archibald
PMP, PMI Fellow

PMI-Texas Connection 2001
Sept. 14-15, 2001 Houston, Texas.
Published here March 2002.

Abstract | Challenges | Full Power | Business Strategies | Objectives
Portfolio Management | Process | Principles | Key Roles | Planning & Control
Team Working | Improvement | Integration | Internet | Conclusion

Russell D. Archibald, PMP, PMI Fellow
Russ Archibald is a long-standing member of the Project Management Institute and one of its original founders. Now retired, he has had many years of management experience in engineering and operations with a variety of major US corporations, practicing in Europe, South America as well as the US. He has made major contributions to the understanding of project management and is author of the best selling book "Managing High-Technology Programs and Projects".
U. S. mailing address: PMB 90A, 521 Logan Ave., Laredo, TX 78040-6633


CEO Demands: Inserts like this are placed in the text where reasonable demands must be made regarding the topic being discussed or described to achieve the full power of project management.

This paper is intended to provide chief executive officers (CEOs) and other senior executives with the understanding of what they must demand regarding project management within their organizations, today and in coming years, to compete and collaborate effectively within the realities of the Internet Age. It is also intended for use by project management professionals at all levels to communicate with their senior managers and convey to them the direction that the development of the project management discipline should be headed. The need is explored to simultaneously compete and collaborate in response to the challenges posed by the phenomena of the Internet and World Wide Web, together with ways that are open to the CEO to unleash the full power of project management to satisfy that need. The important linkage is illustrated between the organization's mission, its business strategies, and the execution of those strategies through effective management of both the project portfolios and individual programs and projects. The underlying principles and practices of modern, integrated project management are presented in a manner that hopefully makes sense to CEOs and other senior executives, and the performance level that can be demanded for each of these principles and practices is presented as bench marks for the CEO to measure against.


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