What Functional Managers Need to Know About Project Management
by International Institute for Learning; Harold Kerzner (Baldwin-Wallace College, Berea, Ohio); Frank P. Saladis (Blue Marble Enterprises )Rent Textbook
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Summary
Table of Contents
| Preface | |
| Acknowledgments | |
| International Institute for Learning, Inc. (IIL) | |
| Project Management Principles | |
| Project Management Humor | |
| Project Management | |
| Project Necessities | |
| Results of Good Planning | |
| Project Characteristics | |
| The Triple Constraint | |
| Resources | |
| Types of Resources | |
| Project Organization | |
| Multiple Boss Reporting | |
| Project-Driven versus Non-Project Driven Firms | |
| Complexities in Non-Project-Driven Firms | |
| Level of reporting | |
| Low Level Reporting | |
| Why Use Project Management | |
| When to Use Project Management | |
| Relationship | |
| The Need for Restructuring | |
| Improvement Opportunities | |
| Resistance to Change | |
| The Benefits Of Project Management | |
| Benefits of Project Management | |
| Some Implementation Complexities | |
| The Challenges Facing Project Managers | |
| Working with the Technical Prima Donna | |
| Early Reasons for Failure | |
| 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 | |
| Obtaining Funding | |
| Executing the Plan | |
| Acting as the Conductor | |
| Putting Out Fires | |
| Counseling and Facilitation | |
| Encouraging the Team to Focus on Deadlines | |
| Monitoring Progress | |
| Evaluating Performance | |
| Developing Contingency Plans | |
| Briefing the Sponsor | |
| Reviewing Status with the Team | |
| Briefing the Customer | |
| Closing Out the Project | |
| Project Management Skills | |
| Role Of The Major Players In Project Management: The Project Sponsor | |
| The Need for a Sponsor | |
| The Project Sponsor Interface | |
| Role Of The Major Players In Project Management: The Functional Manager | |
| Classical Management | |
| The Functional Manager's Role | |
| Staffing Questions | |
| Worker Understanding and Skills | |
| Special Requirements | |
| Recruitment Policy | |
| 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 Organizational Priorities | |
| Handling Project-Related Priorities | |
| Balancing Workloads | |
| Multi-Project Planning | |
| Changing Resources during the Project | |
| The Impact of Scope Changes | |
| Risk Management | |
| Project Documentation | |
| Conflicts | |
| Conflict Resolution | |
| Talking to the Project Managers | |
| Project Performance Reports | |
| Estimating and Scheduling | |
| An Effective Working Relationship | |
| Successful Culture | |
| Promises Made | |
| Non-Financial Rewards/Recognition | |
| Wall Mounted Plaques for All to See | |
| Public Recognition | |
| Other Non-Monetary Rewards | |
| Public Pat-On-The-Back | |
| Securing Proprietary Knowledge | |
| Wearing Multiple Hats | |
| Conclusion | |
| Index | |
| Table of Contents provided by Publisher. All Rights Reserved. |
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