What Functional Managers Need to Know About Project Management

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Format: eBook
Pub. Date: 2009-07-01
Publisher(s): Wiley
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Summary

Discover how functional managers can apply the Kerzner Approach to project managementAs 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 featuresthe 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 forgetting the job done. Each book in the series is drawn from the related IIL course and is written by noted project management experts.

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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