|
|
Sold Out
Book Categories |
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.
Level 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 Role.
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 Workflow 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.
Degrees of Permissiveness.
The Project Manager’s Recruitment Concerns.
Management Plan Data.
Staffing Patter 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 the 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 Rewards.
Public Pat on the Back.
Securing Proprietary Knowledge.
Wearing Multiple Hats.
Conclusion.
INDEX.
| Price | Condition | Delivery | Seller | Action |
| $99.99 | Digital |
| WonderClub |
Elizabeth Silva
reviewed What Functional Managers Need to Know About Project Management on February 20, 2017
What Functional Managers Need to Know About Project Management
It helps to understand basics and delicacies involved in project management. Susan Benjamin explains some of the difficult parts of project management in a nice easy way. It's a good book.
Login|Complaints|Blog|Games|Digital Media|Souls|Obituary|Contact Us|FAQ
CAN'T FIND WHAT YOU'RE LOOKING FOR? CLICK HERE!!! X
You must be logged in to add to WishlistX
This item is in your Wish List
X
This item is in your Collection
What Functional Managers Need to Know About Project Management
X
This Item is in Your Inventory
What Functional Managers Need to Know About Project Management
X
You must be logged in to review the productsX
X
X
Add 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 rathe, What Functional Managers Need to Know About Project Management to the inventory that you are selling on WonderClubX
X
Add 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 rathe, What Functional Managers Need to Know About Project Management to your collection on WonderClub |