{"product_id":"what-functional-managers-need-to-know-about-project-management-isbn-9780470525470","title":"What Functional Managers Need to Know About Project Management","description":"\u003cb\u003eDiscover how functional managers can apply the \u003ci\u003eKerzner Approach\u003c\/i\u003e to project management\u003c\/b\u003e  \u003cp\u003eAs 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.\u003c\/p\u003e \u003cp\u003eBased on principles set forth in the bestselling \u003ci\u003eProject Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition\u003c\/i\u003e, 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.\u003c\/p\u003e \u003cp\u003e\u003ci\u003eThe 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.\u003c\/i\u003e\u003c\/p\u003e  \u003cp\u003ePreface vii\u003c\/p\u003e \u003cp\u003eAcknowledgments xi\u003c\/p\u003e \u003cp\u003eInternational Institute for Learning, Inc. (IIL) xii\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: PROJECT MANAGEMENT PRINCIPLES 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProject Management Humor 2\u003c\/p\u003e \u003cp\u003eProject Management 4\u003c\/p\u003e \u003cp\u003eProject Necessities 6\u003c\/p\u003e \u003cp\u003eResults of Good Planning 8\u003c\/p\u003e \u003cp\u003eProject Characteristics 10\u003c\/p\u003e \u003cp\u003eThe Triple Constraint 12\u003c\/p\u003e \u003cp\u003eResources 14\u003c\/p\u003e \u003cp\u003eTypes of Project Resources 16\u003c\/p\u003e \u003cp\u003eProject Organization 18\u003c\/p\u003e \u003cp\u003eMultiple Boss Reporting 20\u003c\/p\u003e \u003cp\u003eProject-Driven versus Non-Project-Driven Firms 22\u003c\/p\u003e \u003cp\u003eComplexities in Non-Project-Driven Firms 24\u003c\/p\u003e \u003cp\u003eLevels of Reporting 26\u003c\/p\u003e \u003cp\u003eLow-Level Reporting 28\u003c\/p\u003e \u003cp\u003eWhy Use Project Management? 30\u003c\/p\u003e \u003cp\u003eWhen to Use Project Management 32\u003c\/p\u003e \u003cp\u003eRelationship 34\u003c\/p\u003e \u003cp\u003eThe Need for Restructuring 36\u003c\/p\u003e \u003cp\u003eImprovement Opportunities 38\u003c\/p\u003e \u003cp\u003eResistance to Change 40\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: THE BENEFITS OF PROJECT MANAGEMENT 43\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBenefits of Project Management 44\u003c\/p\u003e \u003cp\u003eChapter 3: SOME IMPLEMENTATION COMPLEXITIES 69\u003c\/p\u003e \u003cp\u003eThe Challenges Facing Project Managers 70\u003c\/p\u003e \u003cp\u003eWorking with the Technical Prima Donna 72\u003c\/p\u003e \u003cp\u003eEarly Reasons for Failure 74\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: ROLE OF THE MAJOR PLAYERS IN PROJECT MANAGEMENT: THE PROJECT MANAGER 77\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Three-Legged Stool 78\u003c\/p\u003e \u003cp\u003eThe Project Manager’s Stool 80\u003c\/p\u003e \u003cp\u003eNegotiating for Resources 82\u003c\/p\u003e \u003cp\u003eThe Project Kickoff Meeting 84\u003c\/p\u003e \u003cp\u003eOrganizing the Project Team 86\u003c\/p\u003e \u003cp\u003eResponsibility Assignment Matrix 88\u003c\/p\u003e \u003cp\u003eEstablishing the Project’s Policies and Procedures 90\u003c\/p\u003e \u003cp\u003eLaying Out the Project Workflow and Plan 92\u003c\/p\u003e \u003cp\u003eEstablishing Performance Targets 94\u003c\/p\u003e \u003cp\u003eObtaining Funding 96\u003c\/p\u003e \u003cp\u003eExecuting the Plan 98\u003c\/p\u003e \u003cp\u003eActing as the Conductor 100\u003c\/p\u003e \u003cp\u003ePutting Out Fires 102\u003c\/p\u003e \u003cp\u003eCounseling and Facilitation 104\u003c\/p\u003e \u003cp\u003eEncouraging the Team to Focus on Deadlines 106\u003c\/p\u003e \u003cp\u003eMonitoring Progress by “Pounding the Pavement” 108\u003c\/p\u003e \u003cp\u003eEvaluating Performance 110\u003c\/p\u003e \u003cp\u003eDeveloping Contingency Plans 112\u003c\/p\u003e \u003cp\u003eBriefing the Project Sponsor 114\u003c\/p\u003e \u003cp\u003eReviewing Status with the Team 116\u003c\/p\u003e \u003cp\u003eBriefing the Customer 118\u003c\/p\u003e \u003cp\u003eClosing Out the Project 120\u003c\/p\u003e \u003cp\u003eProject Management Skills 122\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: ROLE OF THE MAJOR PLAYERS IN PROJECT MANAGEMENT: THE PROJECT SPONSOR 127\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Need for a Sponsor 128\u003c\/p\u003e \u003cp\u003eThe Project Sponsor Interface 130\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: ROLE OF THE MAJOR PLAYERS IN PROJECT MANAGEMENT: THE FUNCTIONAL MANAGER 133\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eClassical Management 134\u003c\/p\u003e \u003cp\u003eThe Functional Manager’s Role 136\u003c\/p\u003e \u003cp\u003eStaffing Questions 138\u003c\/p\u003e \u003cp\u003eWorker Understanding and Skills 140\u003c\/p\u003e \u003cp\u003eSpecial Requirements 142\u003c\/p\u003e \u003cp\u003eRecruitment Policy 144\u003c\/p\u003e \u003cp\u003eDegree of Permissiveness 146\u003c\/p\u003e \u003cp\u003eThe Project Manager’s Recruitment Concerns 148\u003c\/p\u003e \u003cp\u003eManagement Plan Data 150\u003c\/p\u003e \u003cp\u003eStaffing Pattern versus Time 152\u003c\/p\u003e \u003cp\u003eSpecial Issues with Assignments 154\u003c\/p\u003e \u003cp\u003eConflicting Policies and Procedures 156\u003c\/p\u003e \u003cp\u003eAsking for a Reference 158\u003c\/p\u003e \u003cp\u003eA Summary of Other Special Issues 160\u003c\/p\u003e \u003cp\u003eThe Functional Manager’s Problems 162\u003c\/p\u003e \u003cp\u003eThe Functional Manager as a Forecaster 182\u003c\/p\u003e \u003cp\u003eThe Type of Matrix Structure 184\u003c\/p\u003e \u003cp\u003eThe Functional Manager’s View 186\u003c\/p\u003e \u003cp\u003eWorking with the Project Managers 188\u003c\/p\u003e \u003cp\u003eExpectations of the Assigned Resources 190\u003c\/p\u003e \u003cp\u003eHandling Organization Priorities 192\u003c\/p\u003e \u003cp\u003eHandling Project-Related Priorities 194\u003c\/p\u003e \u003cp\u003eBalancing Workloads 196\u003c\/p\u003e \u003cp\u003eMultiproject Planning 198\u003c\/p\u003e \u003cp\u003eChanging Resources during the Project 200\u003c\/p\u003e \u003cp\u003eThe Impact of Scope Changes 202\u003c\/p\u003e \u003cp\u003eRisk Management 204\u003c\/p\u003e \u003cp\u003eProject Documentation 206\u003c\/p\u003e \u003cp\u003eConflicts 208\u003c\/p\u003e \u003cp\u003eConflict Resolution 210\u003c\/p\u003e \u003cp\u003eTalking to Project Managers 212\u003c\/p\u003e \u003cp\u003eProject Performance Reports 214\u003c\/p\u003e \u003cp\u003eEstimating and Scheduling 216\u003c\/p\u003e \u003cp\u003eAn Effective Working Relationship 218\u003c\/p\u003e \u003cp\u003eSuccessful Culture 220\u003c\/p\u003e \u003cp\u003ePromises Made 222\u003c\/p\u003e \u003cp\u003eNon-Financial Awards\/Recognition 224\u003c\/p\u003e \u003cp\u003eWall-Mounted Plaques for All to See (Cafeteria Wall) 226\u003c\/p\u003e \u003cp\u003ePublic Recognition 228\u003c\/p\u003e \u003cp\u003eOther Non-Monetary Awards 230\u003c\/p\u003e \u003cp\u003ePublic Pat on the Back 232\u003c\/p\u003e \u003cp\u003eSecuring Proprietary Knowledge 234\u003c\/p\u003e \u003cp\u003eWearing Multiple Hats 236\u003c\/p\u003e \u003cp\u003eConclusion 238\u003c\/p\u003e \u003cp\u003eIndex 241\u003c\/p\u003e  \u003cb\u003eHarold D. Kerzner, Ph.D.,\u003c\/b\u003e 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 \u003ci\u003eProject Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition\u003c\/i\u003e.  \u003cp\u003e\u003cb\u003eFRANK P. SALADIS, PMP,\u003c\/b\u003e 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.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eInternational Institute For Learning, Inc. (IIL)\u003c\/b\u003e, 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.\u003c\/p\u003e  As project management has evolved and matured and projects have become more sophisticated, it has become extremely difficult for project managers to maintain their technical expertise. More and more, technical expertise resides in the functional areas of an organization. As a result, many executives and project sponsors believe that accountability for a project is shared among the project manager and all the participating line or functional managers.  \u003cp\u003eBecause they often now share accountability for a project's success or failure, functional managers must develop a good understanding of project management. Project managers are expected to focus on and manage project deliverables. On the other hand, management of the assigned resources has become a line function and the domain of the functional manager.\u003c\/p\u003e \u003cp\u003e\u003ci\u003eWhat Functional Managers Need to Know About Project Management\u003c\/i\u003e provides just what the title says. It offers functional managers a guide to project management, focusing on what they need to know and what they need to do. It provides step-by-step guidance to help functional managers work effectively within a project management team, advocate on behalf of a project, and ensure the project's success.\u003c\/p\u003e \u003cp\u003eThis book begins with basic principles, helping functional managers deal with such key issues as:\u003c\/p\u003e \u003cul\u003e \u003cli\u003e \u003cp\u003eWhy and when to use project management\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eChallenges of working with project managers and multiple-boss reporting structures\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eAnticipating and overcoming obstacles in implementation\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eManaging resistance to change\u003c\/p\u003e \u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eNext, the book explores the interconnected roles of the key players in a project management team, including the project manager, project sponsor, and functional manager. You'll learn about the specific responsibilities of the functional manager, including:\u003c\/p\u003e \u003cul\u003e \u003cli\u003e \u003cp\u003eDefining how project tasks are executed\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eAssigning individuals to perform the work\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eEstablishing the technical criteria for individual tasks\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eProviding needed resources to perform project activities\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eMeeting objectives within the constraints of a project\u003c\/p\u003e \u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eFurthermore, the authors demonstrate how the functional manager can best work with the other team members, understand each other's priorities and problems, and resolve issues jointly.\u003c\/p\u003e \u003cp\u003eThroughout the book, helpful illustrations clarify complex concepts and processes.\u003c\/p\u003e  \u003cb\u003eDiscover how functional managers can apply the \u003ci\u003eKerzner Approach\u003c\/i\u003e to project management\u003c\/b\u003e  \u003cp\u003eAs 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.\u003c\/p\u003e \u003cp\u003eBased on principles set forth in the bestselling \u003ci\u003eProject Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition\u003c\/i\u003e, 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.\u003c\/p\u003e \u003cp\u003e\u003ci\u003eThe 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.\u003c\/i\u003e\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990476308709,"sku":"NP9780470525470","price":38.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470525470.jpg?v=1761787980","url":"https:\/\/k12savings.com\/es\/products\/what-functional-managers-need-to-know-about-project-management-isbn-9780470525470","provider":"K12savings","version":"1.0","type":"link"}