Index_M

M

management

aversion to working with, 95

avoidance of making decisions by, 92 “93

benefits of working with, 97

budgeting expectations of, 125 “126

difficulties in working with, 97

forming partnerships with, 96

getting attention of, 92

importance of having complete backing of, 97

interviewing, 9 “11

presenting projects to, 75 “80, 96

regaining trust after project plan revisions, 338

selling ideas to, 79 “80

working with, 90 “91

management alliances, creating, 89 “94

management and teams , handling relationships between, 22

management approval, obtaining for WBS, 169 “171

management by walking around, role in QC, 370

management constraints, working with, 255 “256

management reserve

examining at end of projects, 425

impact on projects, 263 “264

invoking, 289

management skills, importance to IT project managers, 360

management summary reports , role in implementing quality, 376

management support, rebuilding after delays, 332 “333

management theories

Expectancy Theory, 83

Hertzberg s Theory of Motivation, 82

Maslow s Hierarchy of Needs, 82

McGregor s Theory of X and Y, 83

Ouchi s Theory Z, 83

management s role, defining, 80 “86

managers

dealing with challenging bosses, 91 “94

working with good bosses, 93 “94

Maslow s Hierarchy of Needs, five layers of, 82

matrix organizations, working in, 73

McGregor s Theory of X and Y, overview of, 83

meeting coordinator , responsibilities of, 397

meeting minutes, taking, 397 “398

meetings

holding with project teams, 396 “398

hosting for project status, 284 “286

mentoring, benefits of, 403

MFO (Must Finish On) constraints, explanation of, 265

micromanagement, dealing with, 93

Microsoft Project software

creating WBS with, 162 “164, 167 “168

features of, 53 “54

as status collecting tool, 290

using, 264 “265

Microsoft Visio software, examining sample WBS in, 162 “164

Microsoft web address, 400

milestone lists, creating, 52 “54

milestones, including in project plan, 244

Modi, Niral interview, 266 “270

motivating agents , role in Hertzberg s Theory of Motivation, 82, 403 “404

Mouse personality type, dealing with, 210

MSO (Must Start On) constraints, explanation of, 265

Murray Enterprises, executive summary for, 43 “44