What Functional Managers Need to Know About Project Management E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: The IIL/Wiley Series in Project Management
• Sprache: Englisch

Seitenzahl: 123

Veröffentlichungsjahr: 2011

Beschreibung

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.

Leseprobe

Table of Contents

Cover

Title page

Copyright page

PREFACE

ACKNOWLEDGMENTS

INTERNATIONAL INSTITUTE FOR LEARNING, INC. (IIL)

Chapter 1 PROJECT MANAGEMENT PRINCIPLES

PROJECT MANAGEMENT HUMOR

PROJECT MANAGEMENT

PROJECT NECESSITIES

RESULTS OF GOOD PLANNING

PROJECT CHARACTERISTICS

THE TRIPLE CONSTRAINT

RESOURCES

TYPES OF PROJECT RESOURCES

PROJECT ORGANIZATION

MULTIPLE BOSS REPORTING

PROJECT-DRIVEN VERSUS NON-PROJECT-DRIVEN FIRMS

COMPLEXITIES IN NON-PROJECT-DRIVEN FIRMS

LEVELS OF REPORTING

LOW-LEVEL REPORTING

WHY USE PROJECT MANAGEMENT?

WHEN TO USE PROJECT MANAGEMENT

RELATIONSHIP

THE NEED FOR RESTRUCTURING

IMPROVEMENT OPPORTUNITIES

RESISTANCE TO CHANGE

Chapter 2 THE BENEFITS OF PROJECT MANAGEMENT

BENEFITS OF PROJECT MANAGEMENT

Chapter 3 SOME IMPLEMENTATION COMPLEXITIES

THE CHALLENGES FACING PROJECT MANAGERS

WORKING WITH THE TECHNICAL PRIMA DONNA

EARLY REASONS FOR FAILURE

Chapter 4 ROLE OF THE MAJOR PLAYERS IN PROJECT MANAGEMENT: THE PROJECT MANAGER

THE THREE-LEGGED STOOL

THE PROJECT MANAGER’S STOOL

NEGOTIATING FOR RESOURCES

THE PROJECT KICKOFF MEETING

ORGANIZING THE PROJECT TEAM

RESPONSIBILITY ASSIGNMENT MATRIX

ESTABLISHING THE PROJECT’S POLICIES AND PROCEDURES

LAYING OUT THE PROJECT WORK FLOW AND PLAN

ESTABLISHING PERFORMANCE TARGETS

OBTAINING FUNDING

EXECUTING THE PLAN

ACTING AS THE CONDUCTOR

PUTTING OUT FIRES

COUNSELING AND FACILITATION

ENCOURAGING THE TEAM TO FOCUS ON DEADLINES

MONITORING PROGRESS BY “POUNDING THE PAVEMENT”

EVALUATING PERFORMANCE

DEVELOPING CONTINGENCY PLANS

BRIEFING THE PROJECT SPONSOR

REVIEWING STATUS WITH THE TEAM

BRIEFING THE CUSTOMER

CLOSING OUT THE PROJECT

PROJECT MANAGEMENT SKILLS

Chapter 5 ROLE OF THE MAJOR PLAYERS IN PROJECT MANAGEMENT: THE PROJECT SPONSOR

THE NEED FOR A SPONSOR

THE PROJECT SPONSOR INTERFACE

Chapter 6 ROLE OF THE MAJOR PLAYERS IN PROJECT MANAGEMENT: THE FUNCTIONAL MANAGER

CLASSICAL MANAGEMENT

THE FUNCTIONAL MANAGER’S ROLE

STAFFING QUESTIONS

WORKER UNDERSTANDING AND SKILLS

SPECIAL REQUIREMENTS

RECRUITMENT POLICY

DEGREE OF PERMISSIVENESS

THE PROJECT MANAGER’S RECRUITMENT CONCERNS

MANAGEMENT PLAN DATA

STAFFING PATTERN VERSUS TIME

SPECIAL ISSUES WITH ASSIGNMENTS

CONFLICTING POLICIES AND PROCEDURES

ASKING FOR A REFERENCE

A SUMMARY OF OTHER SPECIAL ISSUES

THE FUNCTIONAL MANAGER’S PROBLEMS

THE FUNCTIONAL MANAGER AS A FORECASTER

THE TYPE OF MATRIX STRUCTURE

THE FUNCTIONAL MANAGER’S VIEW

WORKING WITH THE PROJECT MANAGERS

EXPECTATIONS OF THE ASSIGNED RESOURCES

HANDLING ORGANIZATION PRIORITIES

HANDLING PROJECT-RELATED PRIORITIES

BALANCING WORKLOADS

MULTIPROJECT PLANNING

CHANGING RESOURCES DURING THE PROJECT

THE IMPACT OF SCOPE CHANGES

RISK MANAGEMENT

PROJECT DOCUMENTATION

CONFLICTS

CONFLICT RESOLUTION

TALKING TO PROJECT MANAGERS

PROJECT PERFORMANCE REPORTS

ESTIMATING AND SCHEDULING

AN EFFECTIVE WORKING RELATIONSHIP

SUCCESSFUL CULTURE

PROMISES MADE

NON-FINANCIAL AWARDS/RECOGNITION

WALL-MOUNTED PLAQUES FOR ALL TO SEE (CAFETERIA WALL)

PUBLIC RECOGNITION

OTHER NON-MONETARY AWARDS

PUBLIC PAT ON THE BACK

SECURING PROPRIETARY KNOWLEDGE

WEARING MULTIPLE HATS

CONCLUSIONS

Index

This book is printed on acid-free paper.

Copyright © 2009 by International Institute for Learning, Inc., New York, New York. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey

Published simultaneously in Canada

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Library of Congress Cataloging-in-Publication Data:

Kerzner, Harold.

What functional managers need to know about project management / Harold Kerzner, Frank Saladis.

p. cm.—( The IIL / Wiley series in project management)

 Includes index.

 ISBN 978-0-470-52547-0 (cloth)

 ISBN 978-1-118-27665-5 (epub)

 ISBN 978-1-118-27684-6 (mobi)

1. Project management. I. Saladis, Frank P. II. Title.

 HD69.P75K4973 2009

 658.4'04–dc22

2009018591

PREFACE

When project management first began, the only industries that readily embraced project management as a way of doing business were aerospace, defense, and heavy construction. These industries were identified as project-driven industries, where each project had a profit target. The prime objective of project management was to generate profits, and the project managers had the responsibility for profit and loss. The survival of the company rested in the hands of the project managers.

Project managers were viewed as managing profit centers, and functional manager groups were looked upon as cost centers. The role of the functional manager was basically to assign resources to projects and to keep their costs as low as possible. If the project was successful, then the project manager could expect to receive a bonus. If the project failed, blame was placed on both the project manager and the functional managers. Functional managers were treated with indifference and often received neither bonuses nor credit for doing their job well.

Functional managers were not required to understand project management. Their role was to assign resources to projects and often relied on the project managers to provide daily direction to the resources. The reason for this was that project managers at that time were, in almost all cases, engineers with advanced degrees and they possessed a strong knowledge and command of technology, often a greater technical knowledge than the functional managers. Functional managers would basically relinquish any control over the resources once the resources were assigned to the projects.

As project management matured and the projects became more sophisticated, it became extremely difficult for project managers to maintain their technical expertise and continue to possess a command of technology. Many were no longer considered to be technical experts. Most project managers today have an understanding of technology rather than a command of technology. The technical expertise resides in the functional areas. As a result, the accountability for the success of the project is now viewed by many executives and project sponsors as shared accountability between the project manager and all participating line or functional managers. With shared accountability, the line managers must now develop a good understanding of project management, which is why more line managers are now seeking project management certifications and credentials such as the Project Management Institute’s PMP® (Project Management Professional) and CAPM® (Certified Associate Project Manager). Today, project managers are expected to focus on and manage project deliverables rather than people. Management of the assigned resources has become a line function.

Today, the technical knowledge repository of most companies resides in the functional areas. When resources are assigned to a project, the resources continue to receive technical direction from their functional managers. Functional managers are now an integral part of project management and share in the success and failure of each project. Project management is now viewed as a discipline of team leadership and team accountability.

As project management continues to evolve and mature, the relationship between the project manager and functional managers continues to mature and is getting stronger. They must work together, understand each other’s priorities and problems, and resolve issues jointly. When a functional manager encounters a problem when assigning resources, the functional manager goes directly to the project manager for assistance and contingency planning. When a project manager has a resource-related or technical problem, they go to the functional managers for assistance with the identification of alternatives. Senior management may be called upon to assist in problem resolution only as a last resort if the project and functional managers cannot reach an agreement. The success of project management may very well rest upon how well the project manager and functional managers work together.

The role of the functional manager has changed significantly. Functional managers now have the power and influence to drive any project to success or failure by the way they provide support for the project. Therefore, a positive relationship between project manager and functional manager is essential. This need for a strong project manager/functional manager relationship has become apparent in the implementation of the majority of today’s projects, and senior management has finally realized the importance of functional management in making project management succeed.

HAROLD KERZNER

FRANK SALADIS

INTERNATIONAL INSTITUTE FOR LEARNING, INC. 2009

ACKNOWLEDGMENTS

Some of the material in this book has been either extracted or adapted from Harold Kerzner’s Project Management: A Systems Approach to Planning, Scheduling, and Controlling, 10th edition; Advanced Project Management: Best Practices on Implementation, 2nd edition; Strategic Planning for Project Management Using a Project Management Maturity Model; Project Management Best Practices: Achieving Global Excellence, 1st edition (all published by John Wiley & Sons, Inc.).

Reproduced by permission of Harold Kerzner and John Wiley & Sons, Inc.

We would like to sincerely thank the dedicated people assigned to this project, especially the International Institute for Learning, Inc. (IIL) staff and John Wiley & Sons, Inc. staff for their patience, professionalism, and guidance during the development of this book.

We would also like to thank E. LaVerne Johnson, Founder, President & CEO, IIL, for her vision and continued support of the project management profession, Judith W. Umlas, Senior Vice President, Learning Innovations, IIL, and John Kenneth White, MA, PMP, Senior Consultant, IIL for their diligence and valuable insight.

In addition, we would like to acknowledge the many project managers whose ideas, thoughts, and observations inspired us to initiate this project.

—HAROLD KERZNER, PH.D., AND FRANK SALADIS, PMP

INTERNATIONAL INSTITUTE FOR LEARNING, INC. (IIL)

International Institute for Learning, Inc. (IIL) specializes in professional training and comprehensive consulting services that improve the effectiveness and productivity of individuals and organizations.

As a recognized global leader, IIL offers comprehensive learning solutions in hard and soft skills for individuals, as well as training in enterprise-wide Project, Program, and Portfolio Management; PRINCE2®,* Lean Six Sigma; Microsoft® Office Project and Project Server,** and Business Analysis.

After you have completed What Functional Managers Need to Know about Project Management, IIL invites you to explore our supplementary course offerings. Through an interactive, instructor-led environment, these virtual courses will provide you with even more tools and skills for delivering the value that your customers and stakeholders have come to expect.

For more information, visit http://www.iil.com or call [phone].

Notes

* PRINCE2® is a trademark of the Office of Government Commerce in the United Kingdom and other countries.

** Microsoft Office Project and Microsoft Office Project Server are registered trademarks of the Microsoft Corporation.

Chapter 1

PROJECT MANAGEMENT PRINCIPLES

PROJECT MANAGEMENT HUMOR

Project management is the art of creating the illusion that any outcome is the result of a series of predetermined, deliberate acts when, in fact, it was dumb luck!

Some people are under the impression that project success is accomplished by chance and luck. Nothing could be further from the truth. Most people will agree that project success is accomplished through a structured process of project initiation, planning, execution, monitoring and control, and finally closure.

Some companies rely heavily on an organized and consistent project management methodology to accomplish their goals. Some methodologies are based on policies and procedures, whereas others are developed around forms, guidelines, templates, and checklists.

Project management is an attempt to get nonroutine work to flow multidirectionally through the company, usually horizontally, rather than in a vertical, sometimes bureaucratic manner. To accomplish this multidirectional work flow, a project management methodology is required. One of the purposes of this structured methodology is to facilitate the job of integrating the work across various functional units to meet project objectives.

When projects reach completion or closure, the project team is debriefed in order to capture lesson learned and best practices that may be beneficial to the organization and for use on future projects. In most cases, the best practices that are discovered are used to improve how the project and functional managers interface and to increase efficiency in the use of organizational resources.

PROJECT MANAGEMENT

PROJECT PLANNING

Definition of work requirementsDefinition of quantity and quality of workDefinition of resources needed

PROJECT MONITORING AND CONTROL

Tracking progressComparing actual outcome to predicted outcomeAnalyzing impactMaking adjustments

The Guide to the Project Management Body of Knowledge (PMBOK®Guide) identifies five domain areas in which the project managers must perform:

Initiation—Defines and authorizes the projectPlanning—Defines and refines project objectivesExecution—Integration of resources to meet objectivesMonitoring and Control—Measuring progress and identifying variancesClosure—Acceptance of project deliverables

The amount of time and effort that project managers must put forth can vary based on the domain area. Many project managers are not brought on board the project until the end of the initiation process. Executive management, marketing, and sales may take the lead during project initiation.

Project managers and functional managers are heavily involved in project work during planning, monitoring and control. During project execution, much of the work is accomplished by the project team and the functional managers. If the project team members report directly to their specific functional departments, the project manager’s main contact with these resources may be during monitoring and control of project activities as tasks are executed.

During project closure, the project manager is expected to make sure that all project documentation is complete and ready for the archives. Some companies bring on board project closure experts to shut down large projects.

PROJECT NECESSITIES

Complete task definitionsResource requirement definitions (and possibly skill levels needed)Major timetable milestonesDefinition of end-item quality and reliability requirements