Articles
You may also enjoy reading our blog postings.
White Papers & Point Papers
- What would senior leaders advise you about how to brief senior leaders?
Well, we have compiled that advice from senior military leaders and it is excellent. See Verbatim: Senior Leaders Tell How to Brief Senior Leaders. (May 2009) Total reading time 9 minutes.
- Does the military’s current attraction to “enterprise thinking” turn its back on military tradition–or embrace it?
That’s the question addressed by the attached 2-page point paper, Enterprise Thinking: Lessons From the Tooth to the Tail. (April 2008) Total reading time 3 minutes.
- When metrics drive strategy instead of strategy driving metrics, then your organization has the disease called metric mania.
Although US Navy examples are cited, Are We Driving Strategic Results, or Metric Mania will have relevance to any organization afflicted by metrics. (December 2006) Total reading time 12 minutes.
- The current act for which you cannot be fired, no matter what your results, is installing “balanced scorecard.”
Our white paper, A Balanced View of Balanced Scorecard offers less than the usual wide-eyed enthusiasm for this current rage. (October 2004) Total reading time 7 minutes.
Video
- The US Coast Guard asked Dr. Bill Casey to address a gathering of its metric gurus. Topic: The role of clear goals in organizational transformation. The introduction is by CDR John Harding. Watch video
Articles
- Choosing the Right PMO Setup offers a fresh perspective on the topic of PMOs. The article appeared in the February 2001 issue of PM Network magazine.
- Working across boundaries in large, siloed organizations can be a challenge. Here’s how one small but wiry DoD organization is doing it with flare! This appeared in the April 2007 issue of Government Executive magazine.
Mini-Chapters for the book titled:
Business Driven Information Technology: Answers to 100 Critical Questions for Every Manager by David Laube (ed.) and Ray Zammuto (ed.). It was sponsored by The College of Business at the University of Colorado, Denver. Published September 2003 by Stanford Press. It comprises the work of 60 authors. ELG provided these seven of the 100 mini-chapters:
| 92. | Why is it important to explicitly state the intended business result of an IT project? How should this be done? [Read] |
| 93. | What role does a project’s sponsor need to play in the technology implementation process? [Read] |
| 94. | What questions does the project sponsor need to ask a project manager? [Read] |
| 95. | What role does a project’s steering board need to play in the technology implementation process? [Read] |
| 96. | What are the key managerial authorities a project manager needs succeed? [Read] |
| 97. | What are the keys to getting cross-functional work done? [Read] |
| 98. | What top ten actions can IT project managers take to increase the likelihood of implementation success? [Read] |
Interview
- In this interview printed in PM Network (January, 1998), our president, Bill Casey, takes a different view on organizational hierarchy.
