Do you have a strategic plan, but there seems to be a gap between your vision and your company's reality? How CEOs Get Projects Done Successfully: The 12 Secrets of a Rapid Transformation is the tool you need to bridge that gap! Iliya Krastevoutlines each of the critical pieces necessary to drive a successful project or any organizational change, through his project platform. Iliya shows you, as the CEO, that what you model for your leadership team will help you achieve your vision. Iliya defines how CEOs can shape corporate culture to embrace innovation and change at all levels. As a business value advisor, tutor, and entrepreneur, Iliya uses his real-life experience to define the critical skills necessary for successful transformation. With this book, Iliya gives CEOs a much-needed wakeup call and the game plan to drive their company forward. How CEOs Get Projects Done Successfully focuses on the importance of consistency and transparency in leadership, as well as the ability to shift and prioritize strategic initiatives in order to remain relevant. If you are defining the next moves of your organization or contemplating a significant reorganization, Iliya provides tips to build the right team to bring your transformation to life. If you are ready to take your company to the next level or completely shift directions, then How CEOs Get Projects Done Successfully: The 12 Secrets of a Rapid Transformation will inspire you, and get you motivated to bring your vision to life!

The Right Projects Done Right! reflects the advances that have been made since the concern for managing multiple projects in organizations first emerged more than a decade ago. This book includes findings and solutions that address three vital questions: Has the right portfolio of projects been chosen to ensure that company strategy is implemented successfully? Have the right projects with the right scope been selected as candidates for the portfolio? Are the projects managed well? Dinsmore and Cooke-Davies help managers answer these questions by providing them with the information they need to implement an enterprise-wide project management environment.

Do you ever wonder what goes on in the mind of a startup CEO? What are they thinking? What motivates them? How can I be successful working for one? These are all common questions that if go unanswered make it seem like start-up CEOs are impossible to understand. Start-up CEOs are some of the most unique people you'll ever meet and require a specific relational approach, but don't worry there's hope, and having a true understanding of their mindset is the answer. Dan Slagen, three time start-up executive shares how-to tips and secrets based on years of experience working directly for, advising, and having countless exchanges with start-up CEOs from early stage to IPO. Whether you report directly to your startup's CEO on the executive team or not, want to better understand startup CEOs in general, or you are a start-up CEO and want to gain a better perspective on your employees thought process, this book is for you."

“I expected good, but this is great.” -Janet Pirus Phelps, Principle, Strategic CFO, Former CFO Papa Murphy's Pizza Gaps are holes in your organization where tasks fall and failure breeds. They inhibit your ability to implement strategic plans, lead people, and run successful projects. Daily, executives, middle managers, and project managers wrestle with “the big six”: Absence of common understanding Disengaged executive sponsors Misalignment with goals Poor change management Ineffective governance Lackluster leadership Ignoring any of these gaps endangers any strategy or project. They regularly destroy hundreds of companies’ ability to turn their corporate vision into business value—taking careers with them. Filling Execution Gaps addresses the sources of these gaps, and how to fill them. Without any one of these important functions, projects fail. Without change management, adoption suffers. Without common understanding, there is confusion. Without goals, business units, and capabilities aligned, execution falters. Without executive sponsorship, decisions languish. Too little governance allows bad things to happen, while too much governance creates overburdening bureaucracy. Without leadership at all levels of the organization, people are directionless. Using decades of experience, years of research, and interviews with hundreds of business leaders, author of the Amazon #1 Best Seller in Business Project Management, Rescue the Problem Project, Todd Williams illustrates how to fill these gaps, meet corporate goals, and increase value. An excellent review of this book appears here: https://www.linkedin.com/pulse/improving-project-execution-filling-gaps-murray-pmp-ms Click below to read an interview with the author: https://www.linkedin.com/pulse/filling-organization-gaps-successful-project-part-1-naomi/ https://www.linkedin.com/pulse/filling-organization-gaps-successful-project-part-2-naomi/?published=t Facebook users can access an interview on “Project Management Cafe” here: https://www.facebook.com/groups/projectmanagementcafe/permalink/1975750702698459/ Related blogs can be accessed here: https://www.projectmanager.com/blog/project-execution https://www.strategyex.co.uk/blog/pmoperspectives/strategy-from-the-bottom-up/ Check out his August 27, 2018 interview here: https://www.yegor256.com/shift-m/2018/34.html Click here for articles by the author on LinkedIn: https://www.linkedin.com/pulse/we-all-lead-todd-williams/ https://www.linkedin.com/pulse/your-inner-leader-task-introspection-todd-williams/ https://www.linkedin.com/pulse/leadership-actions-art-listening-todd-williams https://www.linkedin.com/pulse/leadership-actions-getting-people-talk-todd-williams/ https://www.linkedin.com/pulse/eliminating-blame-todd-williams/ https://www.linkedin.com/pulse/leadership-actions-dialog-discussion-todd-williams/ https://www.linkedin.com/pulse/projects-fail-when-people-dont-know-where-going-todd-williams

Since it was first published in 1997, Creating an Environment for Successful Projects has become a landmark work that shows how to develop project management as an organizational practice. This second edition offers solid, results-oriented advice on how upper management can create an environment that supports the success of special projects and the development of new products. The book also includes a wealth of examples from the authors' workshop participants and readers of the first edition who have successfully implemented these concepts within their organizations. New in the second edition: Ideas and practices about portfolio management to achieve greater overall success from a portfolio of projects Advice for helping project teams come together to become more effective Information for developing the chief project officer Suggestions for implementing project management information systems More descriptions about organizations and people who have used these principles to develop vastly improved environments

The trap of applying best-practice project management only to have the project fail because of executive inaction or counteraction can be avoided. This how-to paper describes how project managers can get their executives to act, and it identifies executive actions most likely to contribute to project success.

#1 NEW YORK TIMES BESTSELLER • More than two million copies in print! The premier resource for how to deliver results in an uncertain world, whether you’re running an entire company or in your first management job. “A must-read for anyone who cares about business.”—The New York Times When Execution was first published, it changed the way we did our jobs by focusing on the critical importance of “the discipline of execution”: the ability to make the final leap to success by actually getting things done. Larry Bossidy and Ram Charan now reframe their empowering message for a world in which the old rules have been shattered, radical change is becoming routine, and the ability to execute is more important than ever. Now and for the foreseeable future: • Growth will be slower. But the company that executes well will have the confidence, speed, and resources to move fast as new opportunities emerge. • Competition will be fiercer, with companies searching for any possible advantage in every area from products and technologies to location and management. • Governments will take on new roles in their national economies, some as partners to business, others imposing constraints. Companies that execute well will be more attractive to government entities as partners and suppliers and better prepared to adapt to a new wave of regulation. • Risk management will become a top priority for every leader. Execution gives you an edge in detecting new internal and external threats and in weathering crises that can never be fully predicted. Execution shows how to link together people, strategy, and operations, the three core processes of every business. Leading these processes is the real job of running a business, not formulating a “vision” and leaving the work of carrying it out to others. Bossidy and Charan show the importance of being deeply and passionately engaged in an organization and why robust dialogues about people, strategy, and operations result in a business based on intellectual honesty and realism. With paradigmatic case histories from the real world—including examples like the diverging paths taken by Jamie Dimon at JPMorgan Chase and Charles Prince at Citigroup—Execution provides the realistic and hard-nosed approach to business success that could come only from authors as accomplished and insightful as Bossidy and Charan.