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Project Management for Non-Project Managers

Book Description

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.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Contents
  5. Acknowledgments
  6. Introduction
  7. Part One: The Critical Role of the Functional Manager in Project Success
    1. Chapter 1 What the Functional Manager Should Know About the Project Organization
      1. Who Is the Functional Manager?
      2. The Challenge of Integrating the Project Team into the Organization
      3. The Functional Manager’s Role in Creating an Integrated Project Organization
      4. The Three Types of Organizational Structure
      5. The Functional Manager’s Impact on Project Success or Failure
    2. Chapter 2 The Importance of Project Planning
      1. Creating Foresight
      2. Why Do You Need a Plan?
      3. What Is a Good Plan?
      4. Basic Steps to Planning Projects
      5. Summary of Project Planning
      6. Project Plans and Vendors
      7. Project Planning Tools: What They Do and What They Don’t Do
      8. Challenges to Getting a Good Plan
      9. Multi-Project Systems
    3. Chapter 3 Understanding the Business Side of the Project 69
      1. The Connection Between Business Knowledge and Requirements
      2. Writing Good Requirements
      3. Scope Creep
      4. Stabilizing Requirements Through the Business Process
    4. Chapter 4 The Ideal Functional Manager in the Project Organization
      1. “Get It” . . . or Risk Getting Moved Out
  8. Part Two: Four Critical Project Management Skills for Functional Managers
    1. Chapter 5 The Project Management Mystique Unveiled
      1. A Shared Language
      2. Project Management Demystified
      3. Demystifying Methodologies
    2. Chapter 6 Articulating the Real Customer Need and Business Case for the Project
      1. Producing a Mission Statement That Conveys Urgency and Vision
      2. Creating a Meaningful Current and Future State Comparison
      3. Base Your Requirements on the Business Process
      4. Prepare a Realistic Business Case
    3. Chapter 7 Staying Focused on Project Deliverables
      1. The Deliverable Structure: A Portrait of the Work
      2. Creating Deliverable Structures
      3. Case Study 183
    4. Chapter 8 Understanding Key Project Dependencies
      1. Telling Your Story of the Work
      2. Case Study
    5. Chapter 9 Being Proactive About Project Risk
      1. Basics of Risk
      2. Pushing the Risk Discussion
      3. Case Study
    6. Chapter 10 The Power of the Principles
  9. Index