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- W2091189542 abstract "Management Every journey begins with one small, first step. You have probably heard that phrase or one like it before. Yet, quite often—and counter-intuitively—the second step is actually more difficult than the first. We have all had that moment (that first step) where a fantastic idea or solution to a problem pops into our head from nowhere. Then we go and talk enthusiastically about it with our colleagues (that second step), often to be met with a disappointing and less than positive response. Dejected, we retreat back into our inner world, bemoaning the people we work with and also possibly the organization. This scenario has strong parallels in the world of project proposals, where exactly the same process, and outcome, is regularly experienced. This is particularly true when considering the large-scale, strategic, and organizational-focused issues such as implementing processes around the big crew change, standardization, integration, or the implementation of new computer technologies. These types of project have a number of unique characteristics, when compared to more technical projects, which make the commitment-gaining process considerably more difficult. So the big question for people wanting to get an idea off the ground is, How do I effectively initiate and gain commitment to such ideas and projects? This article provides some answers and strategies for this challenge, which centers on a missing step—walking in other people's shoes. Lower-Profile Projects The oil and gas industry faces an increasingly wide range of technical challenges that are widely known and documented. These technical and capital projects are seen as the glamorous side of the business, typically at the cutting edge of technology, which after all, is what has made this industry successful. Hence, these projects are usually given greater prominence. But what about the more internal and organizational-related projects? These usually have a lower profile, and dare to say, often a lower success rate. Are these types of projects as important and challenging as the technical ones? Important? Absolutely. Many of the strategic issues facing the industry are as much organizational as technical. Organizational productivity, efficiency, and effectiveness are becoming increasingly important and urgent topics within our industry. And the means of achieving these goals—standardization, integration, optimization, and leveraging the functionality of technology—are affected as well." @default.
- W2091189542 created "2016-06-24" @default.
- W2091189542 creator A5004128982 @default.
- W2091189542 date "2009-01-01" @default.
- W2091189542 modified "2023-09-25" @default.
- W2091189542 title "Gaining Commitment to Large and Complex Internal Projects" @default.
- W2091189542 doi "https://doi.org/10.2118/0109-0030-jpt" @default.
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