Large format (8½ x11), 39 templates, 5 deployment charts, 5 process diagrams, 17 IPO diagrams, Glossary.
Robin Hornby worked in the information technology industry for over 30 years, and taught project management at Mount Royal University for 10 years. He is now semi-retired, continuing to write and consult occasionally to private clients. He pioneered many of the delivery methods described in this manual.
Following his degree in Aeronautical Engineering, Robin’s career began in the UK as a systems engineer with a major computer vendor. Moving to Canada in 1977, he worked for a few years in the telecommunications sector before joining an international IT consulting firm and embarking on his project management career, rising to become regional delivery manager. He later took up the position of national delivery manager for the Canadian division of a major US software vendor. Robin set up his own consulting company in 1997 and has enjoyed a variety of senior project engagements in the time since. Based out of Calgary, Alberta, Robin has experience across Canada and internationally in the US, UK,Europe, Australia, New Zealand, and Hong Kong. He is a long-time member of the Project Management Institute, holds their PMP designation, and has presented frequently at their annual symposia.
Robin is also the author of Commercial Project Management – A Guide for Selling and Delivering Professional Services published by Routledge, and Ten Commandments of Project Management published by TMI.
At the heart of Robin’s approach is a vendor sales and delivery lifecycle that provides a framework for business control of projects. Unique elements include the integration of buyer and vendor project lifecycles, the recasting of project management as a cyclic set of functions to lead the work of the project, and the elevation of risk assessment from a project toolkit to a fundamental control process. Beyond project management, the book proposes a comprehensive template for the firm whose business is delivering projects.
This is a how-to book for project and business managers working in a commercial environment looking for practical guidance on conducting their projects and organizing their firm.
How do companies know how to grow? How can they create products that they are sure customers want to buy? Can innovation be more than a game of hit and miss? Harvard Business School professor Clayton Christensen has the answer. A generation ago, Christensen revolutionized business with his groundbreaking theory of disruptive innovation. Now, he goes further, offering powerful new insights.
After years of research, Christensen has come to one critical conclusion: our long held maxim—that understanding the customer is the crux of innovation—is wrong. Customers don’t buy products or services; they "hire" them to do a job. Understanding customers does not drive innovation success, he argues. Understanding customer jobs does. The "Jobs to Be Done" approach can be seen in some of the world’s most respected companies and fast-growing startups, including Amazon, Intuit, Uber, Airbnb, and Chobani yogurt, to name just a few. But this book is not about celebrating these successes—it’s about predicting new ones.
Christensen contends that by understanding what causes customers to "hire" a product or service, any business can improve its innovation track record, creating products that customers not only want to hire, but that they’ll pay premium prices to bring into their lives. Jobs theory offers new hope for growth to companies frustrated by their hit and miss efforts.
This book carefully lays down Christensen’s provocative framework, providing a comprehensive explanation of the theory and why it is predictive, how to use it in the real world—and, most importantly, how not to squander the insights it provides.