Project Management for Non-Project Managers
Great managers are experts at getting bottom-line results, but often do not understand their role in the success or failure of their organization's projects. They balk at the arcane terminology and are unaware of how to use valuable project management techniques and tools--a knowledge gap that can be a serious career barrier! Functional managers with even basic project management (PM) knowledge are the best people for keeping projects business-focused. This new book demystifies the jargon and processes, encouraging managers to jump into the PM arena and arming them with strategies for increasing the business value created by their company's projects. Readers will discover: - Advice for switching gears from passive bystander to active owner of projects - Insights into four critical PM skills, including business analysis techniques, work breakdown structures, program sequencing techniques, and risk management methods - Step-by-step guidelines, case studies, and illustrations for mastering these skills "Project Management for Non-Project Managers" provides easy-to-read, in-a-nutshell explanations of all the PM basics that managers need to achieve project success.
is obvious, but how often do you attend a conference to absorb forecasts of where the industry is headed? How often do you read trade magazines? Good functional managers in this provider/customer relationship understand that managerial work is more about leadership than managing. They look beyond the hierarchical chain of power and recognize that they are in a complex web of relationships for which there is no formal, organizational chart relationships. They are aware of their leadership skills,
their area of competence. When you feel comfortable that you have a structure of deliverables that aligns with your project objectives and the project organization comprehends it, turn it over to your project manager. Some project managers use the 80/8 rule. This means that all deliverables are decomposed into activities that require no more than 80 hours of work but no less than eight hours. How do you know if you have enough detail? These six questions can be applied to each specific
portrait of the work in the deliverable structure shown in Figure 8-2. For the purposes of this example, I have kept the deliverables at a relatively high level. Accompanying the deliverable structure should be clear objectives for each major deliverable, objectives that are understood by your key stakeholders. Figure 8-2 Sample Project Deliverable Structure Your next task is to begin to organize the deliverables into a one-page flow diagram with basic finish-start relationships. What you hope
matter how good you are at building relationships and planning projects, however, you still must be able to execute. Executing the project plan begins with communicating it to your stakeholders. I relearn with each project how important it is to communicate and occasionally “sell” your plan. Sometimes the plan is so familiar and intuitive to me, I forget that stakeholders are seeing it for the first time. Those initial encounters with your key stakeholders are truly critical because the first
13–15 and going beyond your comfort zone, 96–97 impact of, on project success/failure, 23–26 measuring of project benefits by, 12–13 and need to understand organizational change, 98–104 and organizational structure, 15–22 and project failure, 25 and project structure, 93–96 risk taking by, 104–106 role of, in project planning, 36–37 and strategic goals of the organization, 91–93 and taking ownership, 87–88 vision communicated by, 70–71 functional organizations, 15–18 future state,