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New product development
In Chapter 3, the author states that a critical problem facing organizational leaders “is having too many projects for the limited resources available” (p. 91). Why do you think organizations have limited resources to work on key projects? Does this mean that the managers and leaders are poor planners? What technique or strategy would you recommend to prioritizing projects for your organization?
From Chapter 9, please discuss what is meant by “gates with no teeth.” What is the purpose of gate reviews? Do you agree with the author in that once projects are launched they are like a runaway train until they reach their destination? What are three reasons a project should be killed? Who should make the final decision on whether a project should continue or be stopped?