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What Functional Managers Need to Know About Project Management

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What Functional Managers Need to Know About Project Management

International Institute for Learning, Harold Kerzner, Frank P. Saladis

ISBN: 978-1-118-27665-5 November 2011 256 Pages

Description

Discover how functional managers can apply the Kerzner Approach to project management

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.

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