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To succeed, projects must meet the conditions defined by the project's stakeholders. Sometimes these conditions are explicit: it must be finished by this date, it cannot exceed this budget. Sometimes they are more subtle: the outcomes, must meet specific-often poorly articulated-criteria. The context shapes what must be achieved, how it has to be done, and when. To deal with this 'uniqueness' and its uncertainty, project managers must plan. There is no single approach to planning a project, but for a given set of circumstances, there is a best one. This book takes you through many common planning situations you will meet. It uses stories of real projects to show how planning decisions alter depending on the project context. It discusses how resource-constrained planning differs from end-date schedule planning. It looks at what is different between cost-constrained plans and time boxing. It explores why you must plan when using Agile approaches, and how to plan for innovation. Chapter 7, Planning When It Has to be Different, focuses on projects in which innovation and creativity are core goals. Such projects must involve more freedom, as well as tolerance for failure that requires different forms of management and collaboration, but nonetheless need a thoughtful planning approach to be successful. This chapter provides some methods for doing so.

To succeed, projects must meet the conditions defined by the project's stakeholders. Sometimes these conditions are explicit: it must be finished by this date, it cannot exceed this budget. Sometimes they are more subtle: the outcomes, must meet specific-often poorly articulated-criteria. The context shapes what must be achieved, how it has to be done, and when. To deal with this 'uniqueness' and its uncertainty, project managers must plan. There is no single approach to planning a project, but for a given set of circumstances, there is a best one. This book takes you through many common planning situations you will meet. It uses stories of real projects to show how planning decisions alter depending on the project context. It discusses how resource-constrained planning differs from end-date schedule planning. It looks at what is different between cost-constrained plans and time boxing. It explores why you must plan when using Agile approaches, and how to plan for innovation. Chapter 8, Planning Operational Projects, identifies the challenges of managing operational projects, which require the practices and processes of the organization to continue uninterrupted. These projects pose unique challenges to organizations because they are often staffed and run by operational personnel and often slide in priority because the organization is too busy to improve its performance. This chapter provides some suggestions for mitigating this pattern of behavior.

To succeed, projects must meet the conditions defined by the project's stakeholders. Sometimes these conditions are explicit: it must be finished by this date, it cannot exceed this budget. Sometimes they are more subtle: the outcomes, must meet specific-often poorly articulated-criteria. The context shapes what must be achieved, how it has to be done, and when. To deal with this 'uniqueness' and its uncertainty, project managers must plan. There is no single approach to planning a project, but for a given set of circumstances, there is a best one. This book takes you through many common planning situations you will meet. It uses stories of real projects to show how planning decisions alter depending on the project context. It discusses how resource-constrained planning differs from end-date schedule planning. It looks at what is different between cost-constrained plans and time boxing. It explores why you must plan when using Agile approaches, and how to plan for innovation. Chapter 9, And Finally, briefly argues for the importance of project management and the need for project managers to be willing to adapt to the different types of project constraints they encounter. It also provides a graphic depiction of the different types of projects discussed in the earlier chapters.

Industry leaders should adapt to changes in the business context and consider different ways to grow. Advances in technology had shifted software demand to the cloud. As a result, Microsoft announced a strategic shift in direction from its existing 'Windows first' strategy to an 'AI/cloud first' strategy to capture the increasing demand for digital transformation solutions. In line with this change in the overall firm strategy, Microsoft had to come up with a viable go-to-market plan that would align its new commercial strategy with sales, partners, products, services, and customers in order to drive long-term growth without hurting current revenue or profits. The case outlines the challenges involved in transforming the sales strategy of a well-established firm to better serve customers.

The manager of the catalog division of an art gallery is attempting to prepare an assessment of the divisions financial performance.

Similar to Case TCG121. The department of neurology within a department of medicine is attempting to build its budget. The chair of medicine has asked the division head to give him a business plan, which is presented in the case. The chief must decide how credible the plan is. To fully understand what is going on, the budget-building (and business plan) effort must be taken down to the individual provider level.

Andrés Manuel López Obrador became president of Mexico on December 1, 2018. His election, and the victory of his new Party, MORENA, represent a sharp shift to the left by Mexico's political system. Previously, President Peña Nieto and his party, the PRI, had initiated and implemented the Pacto-a long overdue series of institutional and structural reforms. Yet even after several years, Mexico had not shown significant improvements in productivity, or growth. With U.S. relations at a low point, thanks to President Trump's neo-isolationism, Mexico elected Obrador as a nationalistic response. It remained to be seen how his new policies would affect Mexico's growth.

Nico Shea founded Cumplo in 2011 to enable peer-to-peer lending for consumers before changing the company's focus to small-to-medium businesses (SMBs). Cumplo was a financial technology ("fintech") company that provided a platform for SMBs applying for a loan to be matched with investors willing to fund that loan. The platform further differentiated itself among SMBs by allowing companies to use unpaid invoices as collateral. Despite significant issues in the beginning with regulators, Cumplo operations in Chile grew to become one of Latin America's largest business crowdlending platform. Cumplo facilitated its first loan in Mexico in February of 2018, a month before the local government passed a new law regulating fintech companies. This enabled the team to work closely with regulators to create rules that would prevent bad players from damaging the industry and not be surprised by the rules that were enacted. While the team also faced challenges in establishing Cumplo's Mexican operations, after months of work they built a high-performing and motivated team. Having proven the Cumplo business model to be successful in both Chile and Mexico, Shea was anxious to begin more rapid expansion. Now that Cumplo had been successfully established itself in the largest Spanish-speaking market, Shea considered expanding to the second largest market of Spanish-speakers, the United States.

Describes the entrepreneurial leadership of Jack Manning Bancroft (JMB), a young Australian Indigenous university student who created the Australian Indigenous Mentoring Experience (AIME), a nonprofit organization he formed to respond to the problem of Indigenous high school students completing high school at less than half the rate of non- Indigenous students. The case traces the strategic, organizational and cultural challenges JMB faced in building an organization that eventually offered mentoring partnerships to 8000 Indigenous students in 350 high schools throughout Australia. Furthermore, the AIME students were completing school and going on to university at the same rate as nonindigenous students. The case concludes as JMB contemplates taking his successful, sophisticated model to the United States.

Supplement to case 919411.

After five centuries of colonialism, four decades of civil war, an extended experiment with Marxism-Leninism, and nearly four decades of rule by a single man, José Eduardo Dos Santos, Angola finally has a chance to realize its enormous economic potential. A country blessed with enormous resources of oil, gold, and diamonds, it also has some of the most fertile remaining untilled land in Africa. However, since the end of fighting in 2002, Angola's vast wealth has been squandered by a small elite tied to the single party that has ruled the country since independence, the Popular Movement for the Liberation of Angola (MPLA). In a country with a per capita GDP of over $4,000, the vast majority of the population subsists on less than $2 per day, and little investment has been made in infrastructure, education, and healthcare. Can the country's - and the MPLA's - new president, João Lourenço implement the necessary reforms to unlock Angola's economic potential, or will the existing power structure prevent the sort of change that is required if Angola's people are to finally see the benefits of independence?

Roush Performance manufactured and marketed factory-modified performance vehicles and high-end aftermarket automotive performance parts. Since its inception, Roush Performance had focused on building its engineering technology competency and diversifying its product portfolio to grow sales. Many of its engineers were proud to be on the forefront of technological innovations with the company. In contrast, Roush's marketing and sales divisions had a somewhat passive role. The sales culture was stagnant, and sales compensation, a key factor in motivating salespeople, had remained unchanged for 25 years. Sales compensation is one of the key elements in an organization's sales management strategy. It is used as a primary mechanism to motivate salespeople and represents the lion's share of a firm's expenditures. Sales organizations have to constantly update their compensation practices to continually motivate their salespeople as the firm's sales strategy changes to adapt to evolving market conditions. In 2018, Roush's growth was down, and its salespeople had become shortsighted and complacent. A new sales compensation plan seemed necessary to better align salespeople with Roush's goals. The case outlines the challenges of designing a new sales compensation structure that can better motivate salespeople. The case focuses on salespeople but can relate to other employees and, thus, applicable to general HR management.

In August 2017, AMC Networks Inc. (AMCN), a New York City-based cable television provider, faced a lawsuit from the creative talent behind the hit show The Walking Dead. The lawsuit charged that AMCN used its vertical integration into content development to reduce the profits available for distribution to participants. For AMCN, which was originally a content distributor, expanding into content creation through its AMC Studios had several benefits. However, the industry was changing with the advent of online streaming services such as Netflix Inc., Hulu, and Amazon Prime, as well as an industry-wide shift among cable networks to offer proprietary content. These changes had an impact on the relationship between the business and the creative side of the industry. AMCN's chief executive officer had to decide how to respond to the lawsuit.

In December 2017, the corporate vice-president of Microsoft Corporation's Devices division was considering two options to chart a strategic course for the next few years. Since first joining Microsoft Corporation in 2004, one of the vice-president's key roles had been to oversee the strategic direction of the personal computing hardware business. The company, which was headquartered in Washington State in the United States, had a multitude of products and services that presented both opportunities and challenges for its future. Microsoft Corporation had to decide between two project options that represented growth in different business areas in Asia Pacific. The first option was to launch new products from the company's Surface division in the Asia Pacific market. This could be Microsoft Corporation's opportunity to showcase its holistic devices ecosystem to prospective customers in the region. The second option was to intensify efforts to market and sell the firm's cloud solutions. This could further differentiate Microsoft Corporation as an early mover enabling enterprises to migrate to the cloud.

This case study illustrates various incentives in the healthcare system using recent research in economics. Healthcare is important but it is difficult to objectively measure it from the perspective of providers, patients and third parties. Hence, incentives are used to motivate behavior in both providers and patients. The design of incentives is an enduring challenge and the case study tries to motivate managers to think through this problem in more detail.

Companies seeking to lead organic growth in their industry should start with a coherent, positive innovation narrative and reinforce it with action. Four innovation levers that organic growth leaders use to stay ahead of competitors are: (1) investing in innovation talent, (2) encouraging prudent risk-taking, (3) adopting a customer-centric innovation process, and (4) aligning metrics and recognition with innovation.

The biggest consumer goods companies shell out more than $1 billion a year for R&D but lately have seen no appreciable impact on their sales. That's troubling for companies whose growth has plateaued in recent years. In contrast, some smaller competitors that spend less on R&D - but do so more shrewdly - have seen a significant boost in sales. In this sector, innovators needn't bet big to reap returns.

Companies often treat social media as the conversation that represents what consumers are saying about any given brand. But research shows that online and offline conversations are different beasts. Even though they both drive sales, they need to be measured and managed separately.

While anonymous feedback in teams can sometimes be less than constructive, when used the right way, digital chat tools that provide anonymity can help managers gauge employee morale and drive change.