By Hans Halberstadt
The tactical debut of the yank M1 Abrams major conflict tank in NATO routines in 1982 is related via specialists to were a turning element in armoured war: the Abrams proved itself so more desirable to the competition in those routines that the rule of thumb ebook needed to be rewritten. within the Gulf warfare of February 1991, the constructed M1A1 version thoroughly outclassed the Soviet gear of the Iraqi military, many times destroying enemy tanks at 3 kilometres' diversity. Its thermal imaging points of interest, laser rangefinder, and fireplace keep an eye on desktop, coupled with its firepower and state of the art composite armour made it an impossible to resist opponent. This quantity presents an perception into the Abrams, its team and its operations, illustrated with color photos.
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Finally, I am grateful to my wife and dearest friend, Yael, for over thirty-five years of continuous support. Without her encouragement I could not have survived the unending hours of work and later research that led to this book. —Dov Dvir Hertzlia, Israel Part One A NEW MODEL FOR MANAGING PROJECTS C H A P T E R 1 WHY YOUR BUSINESS SUCCESS DEPENDS ON PROJECTS GENERALLY SPEAKING, you can divide your organization’s activity into two categories: operations and projects. Operations involve repetitive, ongoing activities, such as manufacturing, service, and production, whereas projects involve unique, one-time initiatives, such as launching new products, new organizations, or new ventures, improving existing products, and investing in the company’s infrastructure.
Often reading drafts of the work or engaging in discussions about it, they offered advice and encouragement that put me back on track more than once. Such people as Clayton Christensen, Jim Collins, David Cleland, Ed Roberts, Ralph Katz, Karlos Arrto, Alan Pearson, Rodney Turner, Jeff Butler, Dundar Kocaolgu, Peter Morris, Rajan Anand, Pritesh Shah, Bob Mason, Ari Plonski, Dick Cardozo, George Farris, Harold Linstone, Isak Kruglianskas, Janice Thomas, Louis Lefebvre, Mel Silverman, Miriam Erez, Yehouda Shenhav, Josh Weston, Elie Geisler, Roberto Sbragia, Jacob Levy, and Roland Gareis were an inseparable part of this journey.
The full story of these projects will be told later in the book. These projects are not unique. We can find similar situations in every organization, where well-managed projects fail to deliver on their promises and end up in disappointment. Why We Need a New Framework and a New Approach Many executives believe that if they come up with the right strategy or business plan, their project teams will “get it done” and execute the strategy as directed. As we have observed, top managers frequently look at project budgets as a cost, not an investment, and see project activities as part of operations.
Abrams Company by Hans Halberstadt