By Gary R. Heerkens
This reader-friendly sequence is a needs to learn for all degrees of managers
All managers, no matter if brand-new to their positions or good proven within the company hierarchy, can use a bit brushing-up every now and then. The skills-based Briefcase Books sequence is stuffed with rules and techniques to assist managers turn into extra able, effective, powerful, and invaluable to their corporations.
Project Management experiences the stairs in organizing and handling tasks, from find out how to construct a pragmatic agenda to the right way to degree either good fortune and failure. A concise and obtainable, but authoritative, consultant to a subject matter during which books are extra frequently long and technical, Project Management discusses group development, timing, the making plans approach, estimating undertaking bills, handling undertaking interfaces, the 4 levels of threat administration, and more.
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The Phenomenon of Project Leadership In his book entitled Project Management as if People Mattered (Bala Cynwyd, PA: Primavera Press, 1989), Dr. Robert J. Graham makes several critical distinctions about the phenomenon of project leadership, which I’d like to pass along. Together, these statements do an excellent job of characterizing the interpersonal and behavioral side of project management. Leading a project is not the same as leading a department. A project by definition is unique; it has never been done before.
Unfortunately, many project managers today would receive a very unfavorable response from their organizational management to that type of “crude” estimate. It doesn’t provide the certainty that management requires for approval. Unfortunately, this example is not exceptional. The uncertainty associated with projects exists throughout the life of the project: it simply never goes away—nor does management’s craving for certainty. Skill Requirements of the Project Manager To fulfill the responsibilities described above and handle the challenges you’ll face, you’ll need very diverse skills and a wealth of knowledge.
If you allow individuals too much freedom to pursue their own objectives, it can be counterproductive to the objectives of the project. As your team comes together, you should be attentive to any personal objectives. For example, someone from the marketing department may focus solely upon optimization of product reliability, usefulness to the end user, or customer appeal. A representative of the human resources department may be driven solely by quality of work life issues or workforce morale. These are noble causes, but they must be considered in the context of the larger picture, together with all other factors.
Project Management (Briefcase Books Series) by Gary R. Heerkens