What Functional Managers Need to Know About Project Management

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.

Table of Contents:
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