Introduction to second edition

WHEN I COMPLETED the first edition of this book in 2007, I did not anticipate either the popularity of the subject, or that at some time in the future a second edition might be necessary. Surely, I thought, the way in which we govern and manage “change” would remain relatively stable for many years to come. But change is inevitable, and as I said in the first edition:

Many businesses do not change when they need to, nor do they change when they have to. If they did, many fewer would fail. But, like people, they only change when they want to.

In the intervening years, the world has been transformed by a serious and challenging economic crisis, resulting in the failure of many businesses that did not change when they needed to or had to. The success of those that remain depends on their being able to identify and fund opportunities, beat the competition and manage their own ability to change themselves accordingly.

The principles of project management contained in this book remain as sure a foundation for change as ever. However, in this rapidly changing world, most organisations have discovered that some areas of management have become significantly more relevant, and these are developed in this second edition:

  • Project prioritisation – because demand for resources will always outstrip supply.
  • Creating, refining and agreeing “the vision” – because without one, project plans may fail to deliver our expectations.
  • Controlling change – because there remains ...

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