Concurrent project management methodology reverses firm's competitive decline

Abstract

Chaos frequently results within firms encountering turbulent competitive, technological, regulatory, and business change. Traditional approaches for change are rendered useless. Descriptions are given of a firm before turbulence, the external triggers of chaos, initial denial of significant problems, and then (accepting reality) the ensuing panic and chaos. The concurrent project management methodology is linked tightly to the president of the firm, creates an interdisciplinary team approach to change, provides individuals with a clear direction, and achieves synergistic results. Key components of the methodology include executive/management steering teams, integrated project life cycle phases, a multicriteria prioritization process, simple project management tools, and interdisciplinary project teams.<>