In 2001, to better manage some 2000 projects per year, a US rail infrastructure organisation established an independent project office, staffed by outsiders with little or no experience in rail. Among other things, the office installed an enterprise wide project management tool and formed a team of experienced schedulers and estimators to implement the processes and systems. The initiative was assessed after two years and found to have failed due, among other reasons, to: 1. Project Managers and...

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2.5.3 Develop and deploy action plans & projects

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