This paper was originally published as The Strategy of Running Temporary Projects, Innovation, 1971. Although published over thirty years ago, we believe that its perceptive insights are just as valid today.

Thanks to Bob Youker, World Bank (Retired), for bringing this paper to our attention. The paper has since been edited for web presentation, Editor

Copyright: Lawrence Bennigson, MA, 02108. Email: lbennigson@hbs.ed.

Published here August 2004.

Introduction | Background | Managing the Project
Strategic Design of a Comprehensive Project Management System (CPMS)  
Important Areas to Consider | Standard Success Criteria
The System Can Be Evaluated Separately from the Task | End Game
Editor's Footnote  | PART 2

Lawrence A. Bennigson
As Senior Fellow Custom Programs, Dr. Bennigson oversees Harvard Business Schoolís executive programs for individual companies. He has been president of the Scandinavian Institutes for Administrative Research in the U.S., Managing Partner of The MAC Group, Senior Vice President of Gemini Consulting and has also practiced as an independent management consultant. Dr. Bennigson is a past President and Chairman of PMI (1973). He holds a Bachelorís Degree in Engineering from University of California at Los Angeles, and Masters and Doctorate Degrees in Industrial Engineering from Stanford University.
E-mail: lbennigson@hbs.ed


In this Part 1, as well as the background, I shall discuss:

In Part 2 to follow next month, I shall cover:

  • Project integration
  • The need for visibility
  • Personal and professional security
  • Trade-offs are the hallmark of the strategic approach
  • Success criteria for our pollution abatement program
  • Selection of key management positions
  • In summary ...

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