Abstract
Technology projects are getting more numerous and more complex for nearly everyone. At the same time, our colleagues are becoming less accepting of older management models. This combination can be a formula for disaster or can be used as a springboard to initiate management changes and simultaneously do better in managing both single projects and entire slates of projects. At the University of Memphis under the leadership of Dr. James I. Penrod who was at that time the CIO, we began a concerted effort to create a cultural transformation of the information technology organization by using Peter Senge's learning organization principles. This article shows how these principles were applied to improving the way our division handled the management of technology projects on behalf of the University.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
