Building Customer-Based Project Organizations by Jeffrey K. Pinto

By Jeffrey K. Pinto

How do successful businesses resembling basic electrical, Ericsson, and Nokia use undertaking administration to minimize time to industry, trim stock and provider charges, and reduce obsolescence of their product traces? Why achieve this many businesses fail whilst attempting to do the same?In development Customer-Based undertaking corporations, inter-nationally famous venture administration professionals display the secrets and techniques at the back of those magnificent successes. Jeffrey Pinto and Pekka Rouhiainen show that development and preserving long term purchaser relationships is the foremost to profitable venture administration, supplying a style and an implementation method that businesses can use to streamline their improvement and provide chain operations.This guide for fulfillment indicates venture managers how you can: * position the client on the heart of the company's operational technique * Use buyer must force undertaking improvement and provide chain administration * bring higher price to the buyer and the company * bring up potency, responsiveness, and profitability through following the basically acknowledged ideas and method awarded in development Customer-Based undertaking businesses, businesses in any enterprise area can "get it correct" the 1st time and construct long term client relationships that may proceed to extend profitability a long way into the long run.

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Are we proposing an excessive or risky solution? Further, does the product concept we are proposing fit in with the image the organization has of itself and its operations? Are we matching our product concept to the customer or are we foolishly expecting customers to alter themselves to fit it? Finally, does the product concept offer the opportunity for enhanced effectiveness? How do we know? What information or evidence can we offer to allay their concerns about the result of implementing the project?

This is often emphasized in team-building sessions and commitment statements signed by all project team members. Page 28 These examples provide evidence of the expanded role that project management has taken, from the old, internal focus to an enhanced, large-scale approach that requires a far greater degree of global thinking than many organizations are used to considering. The key, as we will demonstrate in the following chapters, lies in creating an attitude of supply-chain thinking on the part of our organization.

The dramatic swings in relationship and customer satisfaction are due to the short-term horizon adopted by the typical project organization. Relationships are defined to start at the point a Request for Proposal (RFP) is let and are assumed to conclude when the project has been delivered. Every action is discrete and when, concluded, nonrecurring. The obvious problem here is that by the time the project is completed, relationships may have become so soured between the firms that the likelihood of future business is impossible.

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