It is now widely understood and accepted that large, complex projects do not perform nearly as well as their smaller, less complex counterparts. Many of the reasons have been explored in this book. What is not well understood is the role of project leadership in generating a successful outcome for these projects. IPA is currently engaged in a major study looking squarely at the role of leadership in the success and failure of complex industrial projects. This study, of which the authors of this book are the principal investigators, will provide the systematic and quantitative backbone of the proposed book
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