Project Portfolio Management and Change Management
I have dedicated most of my career to being an advocate for better enterprise project management. Two disciplines that improve selection, execution, adoption, and value capture of projects are Project Portfolio Management and Organizational Change Management. Project Portfolio Management ensures that an organization selects the right projects and completes projects in the right way. Change Management is about people and incorporates strategies for assessing the organization and sustaining change through effective adoption. Combined, they provide an operational runway for transforming organizations in a world where not evolving is not an option.
Read more about Project Portfolio Management and Change Management.
Read more about Project Portfolio Management and Change Management.
Undergraduate and Graduate Studies
I completed papers in the below section studying at NYU, Pace University, and Columbia University. You may download, print, and distribute below coursework for personal, non-commercial use only.
Business
A paper covering an Applied Change Project (2017) summarizes research on organizational learning, innovation, and change, and describes a change consulting engagement. Practice Diversification and Financial Performance in Management Consultancies (2010) uses an empirical (not statistically significant) approach to explore diversification theory and profitability. Competitive Advantage Through Stakeholder Influence (2009) includes research on stakeholder management and maturity assessments in enterprises. Workforce Motivation (2009) explores employee engagement principles.
A paper covering an Applied Change Project (2017) summarizes research on organizational learning, innovation, and change, and describes a change consulting engagement. Practice Diversification and Financial Performance in Management Consultancies (2010) uses an empirical (not statistically significant) approach to explore diversification theory and profitability. Competitive Advantage Through Stakeholder Influence (2009) includes research on stakeholder management and maturity assessments in enterprises. Workforce Motivation (2009) explores employee engagement principles.
Economics and Society
Globalization (2005) takes a dim view of the future, capitalism, and society. Two papers on media (How to Take the Media Back (2005) and Media Globalization Drawbacks and Merits (2005)) examine consumer responsibility for the state of the media and its content. Macroeconomic and Behavioral Factors (2009) explores macroeconomic, policy/legislative, and behavioral economics issues in fraud. Shock Therapy: Chile's Success Story (2004) reviews selected literature on macro-economic policy. In Orwell’s Incomplete Argument (2003), I am somewhat opinionated about the decline of values and language.
Globalization (2005) takes a dim view of the future, capitalism, and society. Two papers on media (How to Take the Media Back (2005) and Media Globalization Drawbacks and Merits (2005)) examine consumer responsibility for the state of the media and its content. Macroeconomic and Behavioral Factors (2009) explores macroeconomic, policy/legislative, and behavioral economics issues in fraud. Shock Therapy: Chile's Success Story (2004) reviews selected literature on macro-economic policy. In Orwell’s Incomplete Argument (2003), I am somewhat opinionated about the decline of values and language.
Technology
Toward Enterprise Information Technology Commoditization (2004) discusses automation as an enabler to manage IT complexity. Ubiquitous Wireless Communication Breaks Barriers (2004, Part 2) reviews pervasive mobile technologies and their possible impact on users (Part 1 was written by a peer). In The Failure of Mobile Video Telephony (2005), I incorrectly predicted mobile video telephony’s unpopularity.
Toward Enterprise Information Technology Commoditization (2004) discusses automation as an enabler to manage IT complexity. Ubiquitous Wireless Communication Breaks Barriers (2004, Part 2) reviews pervasive mobile technologies and their possible impact on users (Part 1 was written by a peer). In The Failure of Mobile Video Telephony (2005), I incorrectly predicted mobile video telephony’s unpopularity.