What Executives Need to Know About Project Management

<p>Preface ix</p>
<p>Acknowledgments xiii</p>
<p>International Institute for Learning, Inc. (IIL) xv</p>
<p>Chapter 1: PROJECT MANAGEMENT PRINCIPLES 1</p>
<p>The Triple Constraint 2</p>
<p>Types of Project Resources 4</p>
<p>Chapter 2: THE EVOLUTION OF PROJECT MANAGEMENT 7</p>
<p>Evolution 8</p>
<p>Project Objectives 10</p>
<p>Definition of Success 12</p>
<p>Velocity of Change 14</p>
<p>Authority and Job Descriptions 16</p>
<p>Evaluation of Team Members 18</p>
<p>Accountability 20</p>
<p>Project Management Skills 22</p>
<p>Management Style 24</p>
<p>Project Sponsorship 26</p>
<p>Project Failures 28</p>
<p>Improvement Opportunities 30</p>
<p>Resistance to Change 32</p>
<p>Chapter 3: THE BENEFITS OF PROJECT MANAGEMENT 35</p>
<p>Benefits 36</p>
<p>Quantifying the Benefits 60</p>
<p>Chapter 4: THREE CORE BEST PRACTICES 63</p>
<p>The First Best Practice 64</p>
<p>The Second Best Practice 66</p>
<p>The Third Best Practice 68</p>
<p>Chapter 5: ROLE OF THE EXECUTIVE AS A PROJECT SPONSOR 71</p>
<p>How Executives Interface Projects 72</p>
<p>The Executive Sponsor s Role 74</p>
<p>Chapter 6: SPECIAL PROBLEMS FACING EXECUTIVES 185</p>
<p>Pushing Sponsorship Down 186</p>
<p>Committee Sponsorship 190</p>
<p>Handling Disagreements with the Sponsor 192</p>
<p>Knowing When to Seek Out the Project Sponsor for Help 194</p>
<p>Types of Sponsor Involvement 196</p>
<p>Placating the (External) Customers 198</p>
<p>Gate Review Meetings 200</p>
<p>Sponsorship Problems 202</p>
<p>The Exit Champion 204</p>
<p>Should a Sponsor Have a Vested Interest? 206</p>
<p>Project Champions versus Exit Champions 208</p>
<p>The Collective Belief 210</p>
<p>Advertising Sponsorship 212</p>
<p>Working with the On–Site Representatives 214</p>
<p>Kickoff Meetings for Projects 216</p>
<p>Taking the Lead 218</p>
<p>Rewarding Project Teams 220</p>
<p>Enterprise Project Management 222</p>
<p>Executive Involvement (with Trade–offs) 224</p>
<p>Chapter 7: NEW CHALLENGES FACING SENIOR MANAGEMENT 227</p>
<p>Measuring Project Management Success after Implementation 228</p>
<p>Success 230</p>
<p>Types of Values 232</p>
<p>Four Cornerstones of Success 234</p>
<p>Success versus Failure 236</p>
<p>High–Level Progress Reporting 238</p>
<p>Validating the Assumptions 240</p>
<p>Accelerating Projects 242</p>
<p>Project Manager Selection 244</p>
<p>Delegation of Authority 246</p>
<p>Visible Support 248</p>
<p>Channels of Communication 250</p>
<p>Avoid Buy–ins 252</p>
<p>Budgeting 254</p>
<p>Working Relationships 256</p>
<p>Chapter 8: ADDITIONAL RESPONSIBILITIES FOR EXECUTIVES 259</p>
<p>The New Role for Executives 260</p>
<p>Activities for a Project Management Office 268</p>
<p>The Executive Interface 270</p>
<p>Expectations 272</p>
<p>A Structured Path to Maturity 276</p>
<p>An Unstructured Path to Maturity 278</p>
<p>Conclusions 280</p>
<p>Index 283</p>