And it will help product development professionals to look for hidden value in existing product lines as they plan for that change and growth ahead. The performance of megaprojects is questionable, and a large percentage of them fail in one dimension or another.
The challenges that contribute to these failures are known. Then why do these projects still fail at a high rate? Leading Megaprojects: A Tailored Approach examines the challenges facing megaprojects and, more importantly, successes in delivering megaprojects.
To close the performance gaps in megaproject deliveries, the book presents a customizable model that professionals and organizations can use to increase the chance of successful project delivery. To illustrate the model, it uses examples and case studies, primarily from capital projects, with engineering and construction components. The book also explains how the approach can be applied to all projects, regardless of industry or domain.
The book emphasizes the role of leadership because it takes the point of view that megaprojects cannot be successful without great leadership due to their massive size, complexity, number of parties and stakeholders involved, and cost, among other vital factors. Leaders can define the path for a megaproject to guide seasoned managers and project managers to successful closure.
The tailored approach is based on a stage-gate project life cycle model, which covers projects from concept to success. However, it is not limited to a purist form of traditional project management. It is a tailored methodological approach, with an emphasis on leading the work, end-to-end, at the project level, along with the management of every stage of the project.
Also, it presents the integration of the business, product delivery, and operations management into a cohesive approach. The book concludes with an in-depth simulation showing how the model is can be tailored to deliver a megaproject successfully. Issues for include "Recent publications on theatre architecture," no. The stage manager is the renaissance man of the theater. He or she must have a working knowledge of how the various technical aspects of the theater work scenery, props, costumes, lights and sound , be part director, part playwright, part designer and part producer, and be prepared to act as confidant, counselor and confessor to everyone else in the company.
This book addresses all of these considerations in detail and offers the reader—professional or amateur, veteran or beginner—helpful guidance and practical advice, supported by many forms and examples to illustrate the points covered in the text. The three phrases of mounting and performing a show are covered.
Part I takes the reader through the pre-production phase—research, the script, planning and organization, and auditions. Part II covers the rehearsal process—rehearsal rules, blocking, cues, prompting, information distribution, technical and dress rehearsals. However, there are always moments that the director will ask me to make a note for him with something that needs to be addressed or answered by designers. I print out my rehearsal report templates on lined paper at the beginning of a rehearsal week so things are organized, or I fill in the template on my iPad so that I can email it out at the end of rehearsal directly from my iPad as a PDF file to everyone on the production and design staff.
When doing a scene change form, I usually wait until the time in the rehearsal process when we begin to incorporate transitions into the rehearsal process. For most of the shows I have done in college, the actors have been moving the scenery instead of the assistant stage managers.
It is key to always include when the shift is, what it is including directional notes , and who is doing the change. These are posted backstage during the run of the show and given to everyone involved in making the transitions happen. As all stage managers know, doing line notes for actors once they are off-book is one of the most gueling parts of the job. When I first started as an Assistant Stage Manager, I started using a template I was given, and from there I developed some of my own for furture stage managers to make things easier.
It requires that you analyze your stakeholders, and you identify exactly what they need, and their priority in the project. This is essential in project management, because the stakeholders are the clients for your project, and unless they are satisfied, the project will not be completed successfully. Ronda Levine has written an article on the importance of a communication plan; a means to identify who, how, and what will be.
By establishing the parameters at the beginning of the project, everyone can agree to what is expected, and know how information will be conveyed, and what is to be provided. Download the communication plan template , and take a look at her article to see how to use the template. Risk is a factor in any project, and project management properly deals with risks by assessing them and coming up with a risk treatment plan. Jean Scheid has written an article on risk treatment planning, and she provides a template and a risk plan example.
By covering the possibilities before starting your project, you will avoid unpleasant surprises — or failure of the project. For a template that allows you to track your project on its way to completion, Michele McDonough has written an article on How to Create a Gantt chart in Excel , and has a sample you can download for your own use.
Fill in your tasks or steps, the time frames for each, and batch your progress blossom in color, suitable for. Your stakeholders will expect progress reports from you, and you will also want records for yourself. Michele McDonough has created a.
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