What Executives Need to Know About Project Management
Published on 11. September 2009
Book
Hardback
304 pages
978-0-470-50081-1 (ISBN)
Description
This is the second book in the new partnership between Wiley and the International Institute for Learning (IIL). The new series features cutting-edge approaches to project management that provide project managers with new perspectives as well as practical tools. Written by bestselling project management experts Harold Kerzner and Frank Saladis,What Executives Need to Know About Project Management conveys the basic principles of project management to top managers who need an understanding of the benefits of project management and how it fits into the overall business strategy, without the need to delve into the step-by-step processes.
More details
Product info
gebunden
Series
Edition
1. Auflage
Language
English
Place of publication
New York
United States
Target group
Professional and scholarly
Product notice
sewn/stitched
Cloth over boards
With dust jacket
Illustrations
Photos: 92 B&W, 0 Color; Drawings: 31 B&W, 0 Color
Dimensions
Height: 235 mm
Width: 163 mm
Thickness: 28 mm
Weight
569 gr
ISBN-13
978-0-470-50081-1 (9780470500811)
Schweitzer Classification
Other editions
Additional editions
International Institute for Learning | Harold Kerzner | Frank P. Saladis
What Executives Need to Know About Project Management
E-Book
11/2011
Wiley
€35.99
Available for download
International Institute for Learning | Harold Kerzner | Frank P. Saladis
What Executives Need to Know About Project Management
E-Book
07/2009
Wiley
€35.99
Available for download
Persons
Harold D. Kerzner, Ph.D., is Senior Executive Director at the International Institute for Learning, Inc., a global learning solutions company that conducts training for leading corporations throughout the world. He is a globally recognized expert on project, program, and portfolio management, total quality management, and strategic planning. Dr. Kerzner is the author of bestselling books and texts, including the acclaimed Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition.
FRANK P. SALADIS, PMP, is a Senior Consultant and Trainer for the International Institute for Learning, Inc. and editor of the allPM.com newsletter, a global project management publication. Mr. Saladis was awarded the 2006 Linn Stuckenbruck Person of the Year Award by the Project Management Institute. The award recognizes people who have made significant contributions to the Institute as leaders in project management. Mr. Saladis is the originator of International Project Management Day, held each year to celebrate and recognize project managers from around the world.
International Institute For Learning, Inc. (IIL) is a global leader in professional training and comprehensive consulting services in the areas of project, program, and portfolio management, PRINCE2(r), business analysis, Microsoft(r) Office Project and Project Server, and Lean Six Sigma. IIL is an IIBA-endorsed education provider, a PMI(r) charter global registered education provider, and a member of PMI's Silver Alliance Circle and Corporate Council.
Content
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: Accountability.
Evolution: Project Management Skills.
Evolution: Management Style.
Evolution: Project Sponsorship.
Evolution: Project Failures.
Improvement Opportunities.
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.
Committee Sponsorship.
Handling Disagreements with the Sponsor.
When to Seek the Sponsor's Help.
Types of Sponsor Involvement.
Placating the (External) Customers.
Gate Review Meetings.
Sponsorship Problems.
The Exit Champion.
Having a Vested Interest.
Project Champions vs. Exit Champions.
The Collective Belief.
Advertising Sponsorship.
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.
Success.
Types of Values.
Four Cornerstones of Success.
Success versus Failure.
High Level Progress Reporting.
Validating the Assumptions.
Accelerating Projects.
Project Manager Selection.
Delegation of Authority.
Visible Support.
Channels of Communications.
Avoid Buy-ins.
Budgeting.
Working relationships.
Chapter 8: ADDITIONAL RESPONSIBILITIES FOR EXECUTIVES.
The New Role for Executives.
Activities for a PMO.
The Executive Interface.
Expectations.
A Structured Path to Maturity.
An Unstructured Path to Maturity.
Conclusion.
Index.