What Functional Managers Need to Know About Project Management
Published on 5. August 2009
256 pages
978-0-470-54570-6 (ISBN)
Description
Discover how functional managers can apply the KerznerApproach to project management
As a functional manager today, you need to become more involvedin project management. That doesn't mean you need to become aproject manager, but rather you need to know how to performspecific project-related tasks, work with project team members,understand each other's priorities and problems, and resolve issuesjointly. Now here's the book that gives you everything you need toknow about your role in project management clearly andsuccinctly.
Based on principles set forth in the bestselling ProjectManagement: A Systems Approach to Planning, Scheduling, andControlling, Tenth Edition, this easy-to-follow guide focuseson the pivotal role you play as an executive in project management.It introduces the acclaimed Kerzner Approach, demonstrating how itempowers functional managers with the skills needed to ensure thatprojects are completed successfully, on time, and on budget.
The International Institute for Learning/Wiley Series inProject Management features the most innovative, tested-and-provenapproaches to project management, all explained in clear,straightforward language. The series offers new perspectives onsolving tough project management problems as well as practicaltools for getting the job done. Each book in the series is drawnfrom the related IIL course and is written by noted projectmanagement experts.
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International Institute for Learning | Harold Kerzner | Frank P. Saladis
What Functional Managers Need to Know About Project Management
Book
09/2009
Wiley
€36.50
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Persons
Harold D. Kerzner, Ph.D., is Senior Executive Director atthe International Institute for Learning, Inc., a global learningsolutions company that conducts training for leading corporationsthroughout the world. He is a globally recognized expert onproject, program, and portfolio management, total qualitymanagement, and strategic planning. Dr. Kerzner is the author ofbestselling books and texts, including the acclaimed ProjectManagement: A Systems Approach to Planning, Scheduling, andControlling, Tenth Edition.
FRANK P. SALADIS, PMP, is a Senior Consultant and Trainerfor the International Institute for Learning, Inc. and editor ofthe allPM.com newsletter, a global project management publication.Mr. Saladis was awarded the 2006 Linn Stuckenbruck Person of theYear Award by the Project Management Institute. The awardrecognizes people who have made significant contributions to theInstitute as leaders in project management. Mr. Saladis is theoriginator of International Project Management Day, held each yearto celebrate and recognize project managers from around theworld.
International Institute For Learning, Inc. (IIL), is aglobal leader in professional training and comprehensive consultingservices in the areas of project, program, and portfoliomanagement, PRINCE2, business analysis, Microsoft Office Projectand Project Server, and Lean Six Sigma. IIL is an IIBA-endorsededucation provider, a PMI charter global registered educationprovider, and member of PMI's Silver Alliance Circle and CorporateCouncil.
Content
Preface.
Acknowledgments.
International Institute for Learning, Inc. (IIL).
Chapter 1: PROJECT MANAGEMENT PRINCIPLES.
Project Management Humor.
Project Management.
Project Necessities.
Results of Good Planning.
Project Characteristics.
The Triple Constraint.
Resources.
Types of Project 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.
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.
Obtaining Funding.
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".
Evaluating Performance.
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.
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 Organization Priorities.
Handling Project-Related Priorities.
Balancing Workloads.
Multiproject 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 Awards/Recognition.
Wall-Mounted Plaques for All to See (Cafeteria Wall).
Public Recognition.
Other Non-Monetary Rewards.
Public Pat on the Back.
Securing Proprietary Knowledge.
Wearing Multiple Hats.
Conclusion.
INDEX.
