What makes it so difficult for operations managers to dedicate resources to projects?

Explain, through an example, how a non-operations project could have a significant impact on operations.

The chapter highlights three steps to bring synergy between operations and projects. Explain how each step is a win-win for the managers within operations and the managers of projects.

What makes it so difficult for operations managers to dedicate resources to projects?

The chapter emphasizes the need for sister projects that take operations considerations into account. What is the concept of a sister project, and how do you identify whether or not such a subproject is needed?

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