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Because they often now share...
Because they often now share accountability for a project's success or failure, functional managers must develop a good understanding of project management. Project managers are expected to focus on and manage project deliverables. On the other hand, management of the assigned resources has become a line function and the domain of the functional manager.
What Functional Managers Need to Know About Project Management provides just what the title says. It offers functional managers a guide to project management, focusing on what they need to know and what they need to do. It provides step-by-step guidance to help functional managers work effectively within a project management team, advocate on behalf of a project, and ensure the project's success.
This book begins with basic principles, helping functional managers deal with such key issues as:
Why and when to use project management
Challenges of working with project managers and multiple-boss reporting structures
Anticipating and overcoming obstacles in implementation
Managing resistance to change
Next, the book explores the interconnected roles of the key players in a project management team, including the project manager, project sponsor, and functional manager. You'll learn about the specific responsibilities of the functional manager, including:
Defining how project tasks are executed
Assigning individuals to perform the work
Establishing the technical criteria for individual tasks
Providing needed resources to perform project activities
Meeting objectives within the constraints of a project
Furthermore, the authors demonstrate how the functional manager can best work with the other team members, understand each other's priorities and problems, and resolve issues jointly.
Throughout the book, helpful illustrations clarify complex concepts and processes.
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.