Toward Organizational Learning
A CRM team can be thought of as an expense—or as an investment. Any large firm completing one international project is almost certain to be planning or completing others as well. The information and expertise gained by a CRM team is transferable to other projects, but only if its work is evaluated, documented, reviewed by senior management, shared verbally and in print with other IPMs, and cataloged in the firm’s archives.
To this end we recommend that 1) the CRM team’s progress be formally assessed in quality assurance reviews, 2) team personnel be rotated, 3) the culture risk manager occasionally brief senior policymakers, 4) periodic CRM team reports be disseminated to project personnel, and 5) annual CRM team ...
Get People in Projects now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
