New book by Russell and Shane Archibald applies Project Management to Leading and Managing Innovation


New book outlines “what every executive team must know about project, program and portfolio management”

29 March 2013 – A new book has been authored and published by Russell Archibald and Shane Archibald titled Leading and Managing Innovation: What Every Executive Needs Must Know about Project, Program and Portfolio Management.  Project management pioneer Russell Archibald, Fellow of both PMI in the United States and APM in the UK, is one of the best known authorities in the field of professional project management.  Shane Archibald is the Managing Principle of Archibald Associates, a project management advisory firm based in the United States. Info at http://leadingandmanaginginnovation.com/

leading-managing-innovationThe information in this book provides a clear understanding and comprehensive perspective of the management discipline called Project Management. It is intended to help readers give excellent direction to executives and managers with the assurance that a vital capability in this field of management – how to manage innovation – moves any endeavor to successful outcome.

According to the book, a project is the best – perhaps only – method of achieving innovation.   Simply throwing an idea on the table at a staff meeting and seeing if anyone will start making it happen will not get the job done. Innovation begins in every case with an idea generated by an individual or a group of people collaborating to solve a problem, develop a new product or service, or to satisfy a customer need. Innovation is the process that transforms ideas into commercial value.

Transforming the idea into measurable reality is rarely, if ever, the result of one person’s effort; it requires a structured approach to bring together the skills and other resources needed for success.  A cohesive team is essential – much like an orchestra – to define the resulting project in terms of its objectives, scope, cost and other resources, and its schedule for completion. This is project management at the basic level.

This book provides the executive reader with an understanding of the characteristics of projects and programs and the principles of effectively managing them. Chapters 1 and 2 clearly and concisely explain the important differences in: Project management compared to on-going operations management, Transformational compared to delivery projects and programs, and Project-driven compared to project-dependent organizations.

Chapter 3 provides needed understanding about the wide range in the categories and characteristics of projects and programs that exist, and in Chapter 4 the capability required to manage projects and programs within portfolios is discussed. Chapter 5 conveys an understanding of the need for establishing Project Management Offices (PMOs) as well as the various responsibilities that can be assigned to those offices. Chapter 6 briefly describes the heart of good project management, namely the methods used to manage each individual project.

Based on the knowledge conveyed in those chapters, Chapter 7 provides senior executives with lists of what they must demand of their executive and management teams in order to achieve effective project, program, and portfolio management within their enterprises.  Chapters 8 and 9 provide useful background for executives: Chapter 8 discusses achieving and measuring maturity in project/program management and benchmarking their organization’s capabilities in this area against their competitors; and Chapter 9 conveys an understanding of the overall importance today of the discipline of project/program management around the world.  Finally, Chapter 10 provides a concise summary of the key points of information from each of the preceding chapters.

“This unique book provides a much required integrative view on innovation, project, program, and portfolio management. It should be useful to any executive who is concerned with promoting innovation and execution in the company. The executive demands listed in Chapter 7 are unique in the project management literature, and if combined with the corporate strategy, can produce excellence in selecting and executing innovative projects.”          Dr. Aaron Shenhar, PMI Fellow, Professor of Management at Stevens Institute of Technology, co-author of Reinventing Project Management: The Diamond Approach to Successful Growth and Innovation.

According to Paul Dinsmore, PMI Fellow, co-author of Enterprise Project Governance, and author of 19 other books on project management, “This book zeroes in on the symbiotic relationship that exists between projects and programs, and the innovations required for organizations to gain market share and prosper. It will give the reader a solid overview of fundamentals and how those basics can be applied productively in these increasingly challenging times.”

russell-archibaldRussell D. Archibald, PhD (Hon), MSc-ME, BSc-M, PMP, is a Founding Member and Fellow of PMI; Honorary Fellow of APM/IPMA in the UK, and Chairman Emeritus of Archibald Associates LLC.  Russ is a globally recognized author, consultant and lecturer on project management with a career spanning more than 65 years. Russ has broad international experience in engineering, operations, program and project management as Management Consultant (Archibald Associates, Booz-Allen-Hamilton, CPM Systems, Inc.), Corporate Executive (Bendix, ITT), and Military/Aerospace (USAF Senior Pilot, Hughes Aircraft, Aerojet-General.) He has consulted to a wide variety of large and small organizations in many industries worldwide.

Russ is a Fellow and Certified Project Management Professional (PMP) of the Project Management Institute (PMI®) (member No. 6, one of the five original founding trustees), an Honorary Fellow of the Association of Project Management (APM) in the UK, and is listed in Who’s Who in the World (1985). He is the author of Managing High Technology Programs and Projects (3rd edition, Wiley 2003) (published in four languages), co-author of Network Based Management Information Systems (PERT/CPM) (1967), and author of 12 chapters in 9 books edited by others. Russ has presented 70 papers over the years at PMI, International Project Management Association (IPMA), and other conferences in North and South America, Europe and Asia, and is widely published in periodicals on professional project management. He holds Bachelor of Science (University of Missouri 1948) and Master of Science (University of Texas, Austin 1956) degrees in Mechanical Engineering. As a pioneer in the field, Russ received an honorary Ph.D. in strategy, program, and project management from the Ecole Superieure de Commerce de Lille (ESC-Lille), France in 2005, and received the Jim O’Brien Lifetime Achievement Award from the PMI College of Scheduling in 2006. Personal website: www.russarchibald.com.

shane-archibaldShane C. Archibald, BSc, is Managing Principal of Archibald Associates LLC, a consulting firm based in Washington State, USA, that specializes in project and program management and control processes and systems. Shane has 20 years of experience in the development and implementation of advanced, integrated project management processes and systems on large, complex projects and programs in several industries and governmental agencies. Most recently, he implemented the first phase of Project Controls applications and procedures for a large international heavy equipment design-manufacture-installation corporation, including advanced planning, scheduling, cost management, contract management, change management, and risk management processes.  More at http://archibaldassociatesllc.com/

Leading and Managing Innovation: What Every Executive Needs Must Know about Project, Program and Portfolio Management, by Russell Archibald and Shane Archibald; ISBN: 0-7414-8289-4; ©2013; List Price: $41.95; Book Size: 5.5” x 8.5” , 139 pages; More information at http://leadingandmanaginginnovation.com/