Fundamentals Of Project Management

In that order so called personality conflicts are

Info iconThis preview shows page 1. Sign up to view the full content.

View Full Document Right Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: tive. Previous Table of Contents Next Products | Contact Us | About Us | Privacy | Ad Info | Home Use of this site is subject to certain Terms & Conditions, Copyright © 1996-2000 EarthWeb Inc. All rights reserved. Reproduction whole or in part in any form or medium without express written permission of EarthWeb is prohibited. Read EarthWeb's privacy statement. Fundamentals of Project Management by James P. Lewis AMACOM Books ISBN: 0814478352 Pub Date: 01/01/95 Search Tips Search this book: Advanced Search Previous Table of Contents Next Title ----------- Chapter 10 How to Make Project Management Work in Your Company It is one thing to know how to manage projects effectively. It is another to get people actually to manage them that way. Running by the seat of the pants seems a lot easier than doing all that planning, scheduling, and monitoring. Even when people invest three or four days in project management seminars, you find that they soon forget what they have been taught and go back to the old ways. I have struggled with this problem for over fifteen years, and I finally have some answers. Here are suggestions on how to make the principles of project management work in your company. • Dr. Edwards Deming learned more than fifty years ago that if you don’t get top management involved in a program, the program will be short-lived. That doesn’t mean just having top management pay lip service to it. As Tom Peters suggested in his book Thriving on Chaos, if an executive wants something to happen in the company she has to change her calendar! Spend time talking about project management. Sit in on project planning or review meetings. Start asking to see people’s project notebooks. Ask questions about how projects are doing. In other words, show an interest in the subject. • Build into performance appraisals items that evaluate a project manager’s use of the tools of effective project management. Reward people for practicing the methods. If necessary, sanction them when they do not. But be careful. Be sure upper management is not keeping managers from practicing good methodology. • It helps to have the entire team trained in the basics. After all, when you tell members of your team you want them to do a WBS for their part of the project and they have never even heard the term before, they can’t very well deliver. I have found that project managers generally need a minimum of three or four days’ training in project management, and team members need about two days’ training to learn just the tools. • Senior management should have a one-day overview of the principles of project management so that it knows what is realistic to expect. One of the ten most common causes of project failures is unrealistic expectations on the part of senior managers. • After the training is complete, pick a project that already has a pretty high probability of success. Don’t pick your hardest job; it has too...
View Full Document

{[ snackBarMessage ]}

Ask a homework question - tutors are online