What Functional Managers Need to Know About Project Management

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