9378 Chapters
Medium 9781576754139

29. Concordes, Dirigibles, and Separation

Frock, Roger Berrett-Koehler Publishers ePub

185

During the remainder of 1980 and into the following year, I spent much of my time in Canada and Western Europe, returning to my base in Memphis to write and issue reports, arrange for upcoming trips, and gradually develop a concept for service to Western Europe. This was like reliving the stimulating experiences of the startup. It was perhaps even more interesting and rewarding because Federal Express was already well known and highly respected in the European business community.

The company now transported packages of up to 70 pounds and shipments of up to 150 pounds, which mandated a different design for our courier vans. Fitz’s design now included high-cube courier vans with diesel engines produced in Western Europe, and he and I made frequent transatlantic trips together. We visited business executives, transport companies, and truck and engine manufacturers and were welcomed with open arms. We had little contact with the day-to-day function of the company, but that did not bother us in the least. We were back in the entrepreneurial mode, out of the exasperating idleness, and certain that our efforts would be the base for great things in the future.

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Medium 9781576752296

3: An End to Self-Sabotage

Levesque, Paul Berrett-Koehler Publishers ePub

No one can defeat us unless we first defeat ourselves.

—DWIGHT D. EISENHOWER

It’s time to answer an important question and settle the matter once and for all: The proverbial glass of water bearing precisely 50 percent of its total capacity: is the darn thing half full or half empty?

We need a nonequivocal answer, a conclusive answer that we can grasp and embrace from now on and forever more, because the answer to this simple question is at the very root of dreamcrafting.

Two people are sitting facing each other across a small table. A third person approaches and deposits a card between them. The card has something printed on it.

“How many words appear on this card?” the third person asks.

“Just one,” the first person says.

“Can you read it?”

“Yes.”

“Is what’s written on this card true?”

“Yes it is,” the first person answers.

The third person turns to the second. “How many words do you say appear on this card?”

“Only one.”

“Can you read it, without turning it or moving it in any way?”

“Yes.”

“Is what this card says true?”

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Medium 9781567263275

Chapter 2: the Need For A Virtual Project Management Office

Gordon, Robert L. Berrett-Koehler Publishers ePub

When a company considers establishing a virtual project management office, the company’s culture and the attitude of the company’s leadership toward organizational change must be taken into account. The company must also consider practical matters, such as the number of projects it undertakes—particularly the number of virtual projects—and the number of project managers and project managers who work in remote settings. Companies with no virtual or distributed projects obviously have no need for a virtual project management office.

Other factors the company could consider might include:

Offshore development

Contractual requirements

Location of clients (collocated or not)

Location of subcontractors (collocated or not)

Whether project personnel must travel to the project site

Whether project personnel may work from other locations

Whether the project is international, regional, or national in nature.

It is essential to develop a solid business case to support the establishment of a virtual project management office. This chapter details the elements that compose a business case and, more generally, will help you decide whether a VPMO is necessary and practical for your organization.

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Medium 9781523082629

Chapter 8 It’s All about Choices: Three Choices to Move

Regier, Nate Berrett-Koehler Publishers ePub

“If you don’t know where you are going, you are bound to end up where you are headed.”

—Chinese Proverb

“If you don’t know where you are going, you might wind up someplace else.”

—Yogi Berra

“If we don’t change direction soon, we’ll end up where we’re going.”

—Professor Irwin Corey

This chapter is about how each individual negotiates the Compassion Cycle. Therefore, throughout the chapter, you have my permission to focus on you. Entirely. Don’t worry about anyone else.

Since this chapter is about personal choices and consequences, I’d also like to make a request. Would you please avoid applying this chapter to anyone else but yourself?

We are all headed on the trajectory of inertia. Without adding the energy of intention and choice to combat this inertia, we will end up where we’ve always been, in the same corners, same drama alliances, and same struggles we’ve played out thousands of times before. When we don’t take responsibility for our choices, habit wins.

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Medium 9781567261844

Appendix C: DoD Has Paid Billions in Award and Incentive Fees Regardless of Acquisition Outcomes: Executive Summary

Garrett, Gregory A. Berrett-Koehler Publishers ePub

Collectively, the Department of Defense (DOD) gives its contractors the opportunity to earn billions of dollars through monetary incentives—known as award fees and incentive fees. These fees are intended to motivate excellent contractor performance in areas deemed critical to an acquisition program’S success, with award fees being appropriate when contracting and program officials cannot devise objective incentive fee targets related to cost, technical performance, or schedule

GAO was asked to determine whether award and incentive fees have been used effectively as a tool for achieving DOD’S desired acquisition outcomes. To do this GAO selected a probability sample of 93 contracts from the study population of 597 DOD award—and incentive-fee contracts that were active and had at least one contract action valued at $10 million or more from fiscal year 1999 through 2003.

The power of monetary incentives to motivate excellent contractor performance and improve acquisition outcomes is diluted by the way DOD structures and implements incentives. While there were two examples in our sample in which the Missile Defense Agency attempted to link award fees directly to desired acquisition outcomes, such as demonstrating a capability within an established schedule, award fees are generally not linked to acquisition outcomes. As a result, DOD has paid out an estimated $8 billion in award fees to date on the contracts in our study population, regardless of outcomes. The following selected programs show this disconnect.

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