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Index
Cover Page
Title Page
Copyright Page
Contents
Acknowledgments
Introduction
Part One: The Critical Role of the Functional Manager in Project Success
Chapter 1 What the Functional Manager Should Know About the Project Organization
Who Is the Functional Manager?
The Challenge of Integrating the Project Team into the Organization
The Functional Manager’s Role in Creating an Integrated Project Organization
The Three Types of Organizational Structure
The Functional Manager’s Impact on Project Success or Failure
Chapter 2 The Importance of Project Planning
Creating Foresight
Why Do You Need a Plan?
What Is a Good Plan?
Basic Steps to Planning Projects
Summary of Project Planning
Project Plans and Vendors
Project Planning Tools: What They Do and What They Don’t Do
Challenges to Getting a Good Plan
Multi-Project Systems
Chapter 3 Understanding the Business Side of the Project 69
The Connection Between Business Knowledge and Requirements
Writing Good Requirements
Scope Creep
Stabilizing Requirements Through the Business Process
Chapter 4 The Ideal Functional Manager in the Project Organization
“Get It” . . . or Risk Getting Moved Out
Part Two: Four Critical Project Management Skills for Functional Managers
Chapter 5 The Project Management Mystique Unveiled
A Shared Language
Project Management Demystified
Demystifying Methodologies
Chapter 6 Articulating the Real Customer Need and Business Case for the Project
Producing a Mission Statement That Conveys Urgency and Vision
Creating a Meaningful Current and Future State Comparison
Base Your Requirements on the Business Process
Prepare a Realistic Business Case
Chapter 7 Staying Focused on Project Deliverables
The Deliverable Structure: A Portrait of the Work
Creating Deliverable Structures
Case Study 183
Chapter 8 Understanding Key Project Dependencies
Telling Your Story of the Work
Case Study
Chapter 9 Being Proactive About Project Risk
Basics of Risk
Pushing the Risk Discussion
Case Study
Chapter 10 The Power of the Principles
Index
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