By International Institute for Learning, Harold Kerzner, Frank P. Saladis
Notice how practical managers can practice the Kerzner method of undertaking managementAs a sensible supervisor this day, you must turn into extra concerned with undertaking administration. that does not suggest you want to develop into a undertaking supervisor, yet particularly you must understand how to accomplish particular project-related projects, paintings with venture group contributors, comprehend each one other's priorities and difficulties, and unravel matters together. Now here is the ebook that offers you every thing you want to find out about your position in undertaking administration basically and succinctly.Based on ideas set forth within the bestselling undertaking administration: A platforms method of making plans, Scheduling, and Controlling, 10th variation, this easy-to-follow consultant specializes in the pivotal position you play as an government in undertaking administration. It introduces the acclaimed Kerzner technique, demonstrating the way it empowers practical managers with the talents had to make sure that tasks are accomplished effectively, on time, and on budget.The foreign Institute for Learning/Wiley sequence in undertaking administration gains the main leading edge, tested-and-proven ways to undertaking administration, all defined in transparent, uncomplicated language. The sequence deals new views on fixing tricky venture administration difficulties in addition to functional instruments for purchasing the task performed. each one ebook within the sequence is drawn from the comparable IIL path and is written by means of famous undertaking administration specialists.
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Additional resources for What Functional Managers Need to Know About Project Management (The IIL Wiley Series in Project Management)
Because project staffing is done on a “local” basis, only a portion of the organization understands project management and can observe the system in action. There is a heavy dependency on the use of subcontractors and outside agencies for project management expertise. 26 PROJECT MANAGEMENT PRINCIPLES LEVELS OF REPORTING Where should the project manager report? L E V E L S O F R E P O RT I N G 27 T here are both pros and cons to having the project manager report to a high level of management in the organizational hierarchy.
Eng. T. R&D R E S I S TA N C E TO C H A N G E 41 F unctional managers and executives must realize that each functional area will form its own view of project management and some resistance to change can be expected. The reasons for resistance might be: Sales and marketing view project management as a risk to their traditional receipt of bonuses. They may not support project management for fear of having to share bonuses at successful project completion. Financial departments and functional units may feel threatened by the implementation of an earned value measurement system, which may be linked to efficiency reviews.
Resources. Resources are usually “ owned ” by the functional managers and may be directly controlled by the functional managers for the duration of the project. Also, even though the employees are assigned to a project team, functional managers may not authorize them to make decisions without review and approval of the functional managers. Business knowledge. Project managers are expected to make business decisions as well as project decisions. This is why executives must become involved with projects and interface with project managers to provide project managers with the necessary business information for decision making.
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