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As a functional manager 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 perform specific project-related tasks, work with project team members, understand each other's priorities and problems, and resolve issues jointly. Now here's the book that gives you ...
As a functional manager 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 perform specific project-related tasks, work with project team members, understand each other's priorities and problems, and resolve issues jointly. Now 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 functional managers 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.
International Institute for Learning, Inc. (IIL).
Chapter 1: PROJECT MANAGEMENT PRINCIPLES.
Project Management Humor.
Results of Good Planning.
The Triple Constraint.
Types of Project Resources.
Multiple Boss Reporting.
Project-Driven versus Non-Project-Driven Firms.
Complexities in Non-Project-Driven Firms.
Level of Reporting.
Why Use Project Management?
When to Use Project Management.
The Need for Restructuring.
Resistance to Change.
Chapter 2: THE BENEFITS OF PROJECT MANAGEMENT.
Benefits of Project Management.
Chapter 3: SOME IMPLEMENTATION COMPLEXITIES.
The Challenges Facing Project Managers.
Working with the Technical Prima Donna.
Early Reasons for Failure.
Chapter 4: ROLE OF THE MAJOR PLAYERS IN PROJECT MANAGEMENT: THE PROJECT MANAGER.
The Three-Legged Stool.
The Project Manager’s Role.
Negotiating for Resources.
The Project Kickoff Meeting.
Organizing the Project Team.
Responsibility Assignment Matrix.
Establishing the Project’s Policies and Procedures.
Laying Out the Project Workflow and Plan.
Establishing Performance Targets.
Executing the Plan.
Acting as the Conductor.
Putting Out Fires.
Counseling and Facilitation.
Encouraging the Team to Focus on Deadlines.
Monitoring Progress by "Pounding the Pavement".
Developing Contingency Plans.
Briefing the Project Sponsor.
Reviewing Status with the Team.
Briefing the Customer.
Closing Out the Project.
Project Management Skills.
Chapter 5: ROLE OF THE MAJOR PLAYERS IN PROJECT MANAGEMENT: THE PROJECT SPONSOR.
The Need for a Sponsor.
The Project Sponsor Interface.
Chapter 6: ROLE OF THE MAJOR PLAYERS IN PROJECT MANAGEMENT: THE FUNCTIONAL MANAGER.
The Functional Manager’s Role.
Worker Understanding and Skills.
Degrees of Permissiveness.
The Project Manager’s Recruitment Concerns.
Management Plan Data.
Staffing Patter versus Time.
Special Issues with Assignments.
Conflicting Policies and Procedures.
Asking for a Reference.
A Summary of Other Special Issues.
The Functional Manager’s Problems.
The Functional Manager as a Forecaster.
The Type of Matrix Structure.
The Functional Manager’s View.
Working with the Project Managers.
Expectations of the Assigned Resources.
Handling Organization Priorities.
Handling Project-Related Priorities.
Changing Resources during the Project.
The Impact of Scope Changes.
Talking to the Project Managers.
Project Performance Reports.
Estimating and Scheduling.
An Effective Working Relationship.
Wall-Mounted Plaques for All to See (Cafeteria Wall).
Other Non-Monetary Rewards.
Public Pat on the Back.
Securing Proprietary Knowledge.
Wearing Multiple Hats.