David I. Cleland

Leadership and the project-management body of knowledge

Abstract The paper presents some preliminary thoughts about leadership and the project-management body of knowledge, and how that body of knowledge provides insight into the role of leadership in the management of projects, and other forms of teams used in contemporary manufacturing organizations. A summary review of leadership is offered, including insight into how the opportunities for leadership in the use of teams has expanded to the point where all members of the teams can become leaders. The limited description of leaders and leadership in the project-management body of knowledge is noted with the suggestion that a more expansive discussion of leadership is needed for the body of knowledge, particularly as it continues to provide guidance in the management of crossfunctional and crossorganizational initiatives.

Environmental Information Systems for Strategic Marketing Planning

MOST complex organizations have developed sophisticated information systems to support their decision making and other managerial activities. Indeed, the term management information systems (MIS) has become so pervasive that it is now used to describe a wide variety of data processing systems, some of which are only indirectly related to the management process. Usually such systems-even the ones that support management decisions-are almost exclusively concerned with the control function as applied to the operational activities of the organization; few are directly focused on the planning function or the strategic marketing decisions that are so critical to the organizations future. This emphasis on operations and control rather than planning and marketing has resulted in the creation of sophisticated systems for collecting, processing, and disseminating internally generated information such as costs, inventories, and personnel data; while relatively unsophisticated systems suffice for coping with critical externally generated environmental information. For instance, if one investigates the MIS development efforts of many firms, he finds that these efforts have begun by emphasizing cost and financial data systems and have evolved to incorporate other varieties of internal data. Usually only after these internal systems have been rather fully developed is attention given to the systematic collection and utilization of external information. Even then this function is usually performed in a narrow sales context that may not significantly encompass the wide variety of relevant environmental information that is potentially of critical value to the organizations strategic marketing planning. Kelley, Kotler, and others have proposed designs and models for incorporating environmental information into marketing decision making.1 However, these approaches have tended to concentrate on the information collection and

Competitive business intelligence systems

Few business firms have adequate information about their competitors. Many firms may be tempted to ignore this information void, and many are likely to pay severe penalties for doing so. Business people who have not dealt with a competitive business intelligence system (CBIS) tend to disparage its utility or feasibility, often believing that although some information about competitors may be useful, there is little need for a system to collect and analyze it. Others feel that although competitive intelligence would be useful, it is impractical to obtain. Still others recognize the practicality of obtaining such intelligence, but doubt that it can be done legally and ethically.

Information for more effective strategic planning

Abstract This paper illustrates how an entity—called a ‘strategic data base’ (SDB)—can be developed to provide important information in a form which makes it directly useful in various phases of a strategic planning process. The strategic data bases are concise statements of the organizational and environmental situations which define the organizations most salient problems, opportunities, and constraints. These SDBs may be developed through a participative process involving tasks forces which are made up of managers representing the diverse interests of the organization. The strategic data bases thereby become important informational inputs to planning which can directly serve to enhance the quality of planning decisions. Moreover, the process of developing SDBs can be an important learning device for those middle managers who can become involved in such a process at a much earlier point in their career than that at which they might normally engage substantively in the organizations overall strategic choice process.

The evolution of project management

Projects are to be found throughout the history of mankind. These projects have created change or have been carded out as responses to change. Project Management has had a major impact on the theory and practice of management.

Manager-analyst teamwork in MIS : Cooperation vital in systems design

Abstract Systems design is usually beyond the expertise of the manager; therefore, MIS design has been delegated to the technician, who, in turn, is unaware of the complexities of management decisions. The result has been systems that do not improve decision-making effectiveness. The solution is cooperation between manager and analyst through the decision model. The author outlines a process of manager-analyst interaction in the explication of these models. By assigning responsibilities, the cooperation becomes a series of feed-back loops; the result is the right information on an economic basis and a better understanding of the job and the decisions entailed.

Developing a planning culture for more effective strategic planning

Abstract The literature of long-range planning is replete with justifications of the need for strategic planning and admonitions concerning its critical importance. However, both the literature of planning and its practice, as manifested in a variety of organizations as diverse as industrial firms, educational systems and law enforcement agencies, are deficient in specifying proven techniques and methodologies for marshalling organizational resources to effectively implement strategic planning. Over a period of years, the authors have consulted with a variety of business organizations and public agencies in the development and implementation of long-range planning processes. From this work has come an empirically-tested conclusion that the success of long-range planning in an organization is less sensitive to the parameters of the planning techniques that it is to the overall culture within which the planning is accomplished. Since most of the non-pontifical literature of planning focuses on planning techniques and specifications for planning processes, these conclusions suggest a critical void in planning methodology.

Decision and information systems for strategic planning

Abstract Most modern organizations are concerned with how well their strategic planning systems guide the organization. The authors hold that effective strategic planning can be carried on only through the development and implementation of a strategic planning decision and information system (SPDIS). The concept suggests that strategic planning, the management information system, and the organizational structure and management processes are so interdependent that one subsystem cannot be effectively implemented without making appropriate changes in the others. The authors discuss the five critical elements of the SPDIS, recognizing the operational inter-dependence of the subsystems, focusing on support of the strategic decision-making aspect of the managers job, and emphasizing the role of the manager.

Organizational dynamics of project management

Since World War II, the project manager has emerged in American industry — particularly in areas of defense production. His responsibility is to the successful completion of a specific assignment, rather than to a structure of hierarchy. Often, he must cut across traditional lines of authority.

Strategic Technology Management

ABSTRACTThe explosion in the literature in the area of technology management indicates a need for some integration of concepts and issues. This article defines and discusses a Strategic Technology Management System (STMS), which meets this need. The STMS delineates a systems life cycle approach to technology management, which includes eight phases: creation, monitoring, assessment, transfer, acceptance, utilization, maturity, and decline. Each phase includes critical issues that must be managed in order for a firm to successfully control its product/service and process technology projects and programs. These critical issues are defined, and a number of industry examples are given to substantiate the STMS life cycle concept. Finally, several key performance factors for STMSs are discussed.