Chapter Summary


To begin working on a project, you need two fundamental things: dedication from you and approval from management. Often, to gain the approval of management, you will have to conduct a presentation in which you sell management on the idea of implementing your plan. This plan has to be condensed into the language that all management speaks: profit. Once you ve got the plan condensed, create and tailor your presentation to management based on the audience in your presentation.

The organizational structure will determine your level of autonomy on a project. A functional structure restricts the amount of power the project manager has. This structure assigns the power to the functional manager. The matrix structure has three levels of power for the project manager: balanced, weak, and strong. When the project manager and the functional managers work in a matrix structure, they may struggle for project power and control. The projectized environment affords the project manager the most power and authority.

Just like your opening lines on a first date are crucial, so are the opening remarks at a presentation for new technology. By starting at the end of a project and exposing what the project will deliver, you ll capture your audience s attention and have them clamoring for more. Hopefully.

Once the project has been approved, you must continue to work with management and keep them informed of the project s progress. Management s role in the project is that of support, not implementation.

At the onset of the project, you, the project manager, must bring management and your project team together. At this kickoff meeting you ll create a sense of camaraderie and excitement for both management and your assembled project team. Have fun! Invite management and project clients to press the flesh and snack on a donut. Create excitement to make the kickoff an event and build immediate morale .

Finally, as the project begins to move forward, you ll need to work with your management. Just as there are different types of people, so there are different types of managers. Learn how to work with your manager, not for your manager. Mutual respect must be present or the project will be grounded. No matter what type of boss you have, good or otherwise , learn from her. Mimic her good attributes and avoid her bad. Bosses come and go, leaders remain .




IT Project Management
IT Project Management: On Track from Start to Finish, Third Edition
ISBN: 0071700439
EAN: 2147483647
Year: 2004
Pages: 195

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