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More About This Title What Functional Managers Need to Know About Project Management
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As 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 features the 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 for getting the job done. Each book in the series is drawn from the related IIL course and is written by noted project management experts.
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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, business analysis, Microsoft Office Project and Project Server, and Lean Six Sigma. IIL is an IIBA-endorsed education provider, a PMI charter global registered education provider, and member of PMI's Silver Alliance Circle and Corporate Council.
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Preface vii
Acknowledgments xi
International Institute for Learning, Inc. (IIL) xii
Chapter 1: PROJECT MANAGEMENT PRINCIPLES 1
Project Management Humor 2
Project Management 4
Project Necessities 6
Results of Good Planning 8
Project Characteristics 10
The Triple Constraint 12
Resources 14
Types of Project Resources 16
Project Organization 18
Multiple Boss Reporting 20
Project-Driven versus Non-Project-Driven Firms 22
Complexities in Non-Project-Driven Firms 24
Levels of Reporting 26
Low-Level Reporting 28
Why Use Project Management? 30
When to Use Project Management 32
Relationship 34
The Need for Restructuring 36
Improvement Opportunities 38
Resistance to Change 40
Chapter 2: THE BENEFITS OF PROJECT MANAGEMENT 43
Benefits of Project Management 44
Chapter 3: SOME IMPLEMENTATION COMPLEXITIES 69
The Challenges Facing Project Managers 70
Working with the Technical Prima Donna 72
Early Reasons for Failure 74
Chapter 4: ROLE OF THE MAJOR PLAYERS IN PROJECT MANAGEMENT: THE PROJECT MANAGER 77
The Three-Legged Stool 78
The Project Manager’s Stool 80
Negotiating for Resources 82
The Project Kickoff Meeting 84
Organizing the Project Team 86
Responsibility Assignment Matrix 88
Establishing the Project’s Policies and Procedures 90
Laying Out the Project Workflow and Plan 92
Establishing Performance Targets 94
Obtaining Funding 96
Executing the Plan 98
Acting as the Conductor 100
Putting Out Fires 102
Counseling and Facilitation 104
Encouraging the Team to Focus on Deadlines 106
Monitoring Progress by “Pounding the Pavement” 108
Evaluating Performance 110
Developing Contingency Plans 112
Briefing the Project Sponsor 114
Reviewing Status with the Team 116
Briefing the Customer 118
Closing Out the Project 120
Project Management Skills 122
Chapter 5: ROLE OF THE MAJOR PLAYERS IN PROJECT MANAGEMENT: THE PROJECT SPONSOR 127
The Need for a Sponsor 128
The Project Sponsor Interface 130
Chapter 6: ROLE OF THE MAJOR PLAYERS IN PROJECT MANAGEMENT: THE FUNCTIONAL MANAGER 133
Classical Management 134
The Functional Manager’s Role 136
Staffing Questions 138
Worker Understanding and Skills 140
Special Requirements 142
Recruitment Policy 144
Degree of Permissiveness 146
The Project Manager’s Recruitment Concerns 148
Management Plan Data 150
Staffing Pattern versus Time 152
Special Issues with Assignments 154
Conflicting Policies and Procedures 156
Asking for a Reference 158
A Summary of Other Special Issues 160
The Functional Manager’s Problems 162
The Functional Manager as a Forecaster 182
The Type of Matrix Structure 184
The Functional Manager’s View 186
Working with the Project Managers 188
Expectations of the Assigned Resources 190
Handling Organization Priorities 192
Handling Project-Related Priorities 194
Balancing Workloads 196
Multiproject Planning 198
Changing Resources during the Project 200
The Impact of Scope Changes 202
Risk Management 204
Project Documentation 206
Conflicts 208
Conflict Resolution 210
Talking to Project Managers 212
Project Performance Reports 214
Estimating and Scheduling 216
An Effective Working Relationship 218
Successful Culture 220
Promises Made 222
Non-Financial Awards/Recognition 224
Wall-Mounted Plaques for All to See (Cafeteria Wall) 226
Public Recognition 228
Other Non-Monetary Awards 230
Public Pat on the Back 232
Securing Proprietary Knowledge 234
Wearing Multiple Hats 236
Conclusion 238
Index 241
