INTRODUCTION
“We have a big problem.” As consultants, we heard that phrase from clients all the time, but in this particular instance it got us started on the research that led us to the methodology at the heart of this book.
We were sitting across the table from the vice president of engineering for a large semi-conductor manufacturing company. We had been brought in to examine the project management practices being used to develop a critical new product. The project was substantially behind schedule, over budget, and torn apart by conflicts.
The troubles were due to dysfunction in the actual leadership structure. The real leaders of the project—six star performers—were completely overloaded. The other 650 people working on it were waiting ...
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