ABSTRACT

Despite the advent of new methodologies and powerful tools, many projects continue to fail even when applying the well-accepted criteria of successful projects. These dismal results beg the question: If new methodologies and tools don't really impact project results, what does? Studies from major think tanks agree: people problems are the number-on

part |2 pages

Section I: The Basics of Orgnaizational Engineering and IOPT

chapter 1|12 pages

The Record Tells It All

chapter 2|14 pages

Assumption Number One

chapter 3|10 pages

The World of the Relational Innovator

chapter 4|8 pages

The World of the Hypothetical Analyzer

chapter 5|8 pages

The World of the Logical Processor

chapter 6|8 pages

The World of the Reactive Stimulator

chapter 7|14 pages

Tactical Patterns

part |2 pages

Section II: Organizational Engineering and Project Management

chapter 9|10 pages

The Reactive Stimulator

chapter 10|10 pages

The Reactive Stimulator

chapter 11|10 pages

The Reactive Stimulator

chapter 12|12 pages

The Reactive Stimulator

chapter 13|8 pages

Ingredients for Success

chapter 14|10 pages

General Assumptions

part |2 pages

Section III: Using OE to Handle Six Major Project Management Challenges

chapter 15|8 pages

Strengths, Risks, and Vulnerabilities

chapter 16|14 pages

Four Variables

chapter 17|8 pages

Challenge Number 3: Learning

chapter 18|6 pages

What Is Creativity?

chapter 19|10 pages

Modes of Behavior

chapter 20|10 pages

Compatibility

part |2 pages

Section IV: Summary

chapter 21|6 pages

Synopsis

part |2 pages

SECTION V: Appendices

chapter |6 pages

Case Study

chapter |6 pages

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