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What Executives Need to Know About Project Management: (2 The IIL/Wiley Series in Project Management)

What Executives Need to Know About Project Management: (2 The IIL/Wiley Series in Project Management)

          
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About the Book

Discover how executives can apply the Kerzner Approach(R) to improve project management As an executive 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 set the stage for a project's success, oversee its execution, and intervene directly at key strategic moments. 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(R), demonstrating how it empowers you 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.

Table of Contents:
Chapter 1: PROJECT MANAGEMENT PRINCIPLES. The Triple Constraint. Types of Project resources. Chapter 2: THE EVOLUTION OF PROJECT MANAGEMENT. Evolution of Project Management. Evolution: Project Objectives. Evolution: Definition of Success. Evolution: Velocity of Change. Evolution: Authority and Job Descriptions. Evolution: Evaluating Team Members. Evolution: Accountability. Evolution: Project Management Skills. Evolution: Management Style. Evolution: Project Sponsorship. Evolution: Project Failures. Improvement Opportunities. Resistance to Change. Chapter 3: THE BENEFITS OF PROJECT MANAGEMENT. Benefits of Project Management. Quantifying the Benefits. Chapter 4: THREE CORE BEST PRACTICES. The First Best Practice. The Second Best Practice. The Third Best Practice. Chapter 5: ROLE OF THE EXECUTIVE AS A PROJECT SPONSOR. How Executives Interface Projects. The Executive Sponsor's Role. Chapter 6: SPECIAL PROBLEMS FACING EXECUTIVES. Pushing Sponsorship Down. Committee Sponsorship. Handling Disagreements with the Sponsor. When to Seek the Sponsor's Help. Types of Sponsor Involvement. Placating the (External) Customers. Gate Review Meetings. Sponsorship Problems. The Exit Champion. Having a Vested Interest. Project Champions vs. Exit Champions. The Collective Belief. Advertising Sponsorship. Working with the Onsite Representatives. Kickoff Meetings for Projects. Taking the Lead. Rewarding Project Teams. Enterprise Project Management. Executive Involvement (with Tradeoffs). Chapter 7: NEW CHALLENGES FACING SENIOR MANAGEMENT. Measuring Project Management Success. Success. Types of Values. Four Cornerstones of Success. Success versus Failure. High Level Progress Reporting. Validating the Assumptions. Accelerating Projects. Project Manager Selection. Delegation of Authority. Visible Support. Channels of Communications. Avoid Buy-ins. Budgeting. Working relationships. Chapter 8: ADDITIONAL RESPONSIBILITIES FOR EXECUTIVES. The New Role for Executives. Activities for a PMO. The Executive Interface. Expectations. A Structured Path to Maturity. An Unstructured Path to Maturity. Conclusion. Index.


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Product Details
  • ISBN-13: 9781118276631
  • Publisher: John Wiley & Sons Inc
  • Publisher Imprint: John Wiley & Sons Inc
  • Language: English
  • Series Title: 2 The IIL/Wiley Series in Project Management
  • ISBN-10: 1118276639
  • Publisher Date: 29 Nov 2011
  • Binding: Digital (delivered electronically)
  • No of Pages: 304


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