What Functional Managers Need to Know About Project Management

Harold D. Kerzner, Ph.D., is Senior Executive Director at the International Institute for Learning, Inc., a global learning solutions company that conducts training for leading corporations throughout the world. He is a globally recognized expert on project, program, and portfolio management, total quality management, and strategic planning. Dr. Kerzner is the author of bestselling books and texts, including the acclaimed Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition. 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.

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