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Discover how executives can apply the Kerzner Approach® to improve project management
As an executive today, you need to become more involved in project management. That doesn't mean you need to become a project manager, but rather you need to know how to set the stage for a project's success, oversee its execution, and intervene directly at key strategic moments. Here's the book that gives you everything you need to know about your role in project management clearly and succinctly.
Based on principles set forth in the bestselling Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition, this easy-to-follow guide focuses on the pivotal role you play as an executive in project management. It introduces the acclaimed Kerzner Approach®, demonstrating how it empowers you with the skills needed to ensure that projects are completed successfully, on time, and on budget.
The International Institute for Learning/Wiley Series in Project Management features
the most innovative, tested-and-proven approaches to project management,
all explained in clear, straightforward language. The series offers new perspectives on solving tough project management problems as well as practical tools for
getting the job done. Each book in the series is drawn from the related IIL course and is written by noted project management experts.
Chapter 1: PROJECT MANAGEMENT PRINCIPLES.
The Triple Constraint.
Types of Project resources.
Chapter 2: THE EVOLUTION OF PROJECT MANAGEMENT.
Evolution of Project Management.
Evolution: Project Objectives.
Evolution: Definition of Success.
Evolution: Velocity of Change.
Evolution: Authority and Job Descriptions.
Evolution: Evaluating Team Members.
Evolution: Project Management Skills.
Evolution: Management Style.
Evolution: Project Sponsorship.
Evolution: Project Failures.
Resistance to Change.
Chapter 3: THE BENEFITS OF PROJECT MANAGEMENT.
Benefits of Project Management.
Quantifying the Benefits.
Chapter 4: THREE CORE BEST PRACTICES.
The First Best Practice.
The Second Best Practice.
The Third Best Practice.
Chapter 5: ROLE OF THE EXECUTIVE AS A PROJECT SPONSOR.
How Executives Interface Projects.
The Executive Sponsor’s Role.
Chapter 6: SPECIAL PROBLEMS FACING EXECUTIVES.
Pushing Sponsorship Down.
Handling Disagreements with the Sponsor.
When to Seek the Sponsor’s Help.
Types of Sponsor Involvement.
Placating the (External) Customers.
Gate Review Meetings.
The Exit Champion.
Having a Vested Interest.
Project Champions vs. Exit Champions.
The Collective Belief.
Working with the Onsite Representatives.
Kickoff Meetings for Projects.
Taking the Lead.
Rewarding Project Teams.
Enterprise Project Management.
Executive Involvement (with Tradeoffs).
Chapter 7: NEW CHALLENGES FACING SENIOR MANAGEMENT.
Measuring Project Management Success.
Types of Values.
Four Cornerstones of Success.
Success versus Failure.
High Level Progress Reporting.
Validating the Assumptions.
Project Manager Selection.
Delegation of Authority.
Channels of Communications.
Chapter 8: ADDITIONAL RESPONSIBILITIES FOR EXECUTIVES.
The New Role for Executives.
Activities for a PMO.
The Executive Interface.
A Structured Path to Maturity.
An Unstructured Path to Maturity.