A Manager's Guide to Project Management: Learn How to Apply Best Practices

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FT Press, Jun 3, 2009 - Business & Economics - 288 pages
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There are plenty of books about project management, but this is the first one written for the people who have the most at stake: the senior executives who will ultimately be held accountable for the successes of the projects they approve and supervise. Top enterprise project management expert Michael Bender explains project management from the perspective that matters most to executives: adding value. Most books view project management from the inside, focusing primarily on lower-level issues, such as the creation of Work Breakdown Structures. A Manager's Guide to Project Management views it from above, explaining how project managers can best achieve the strategic goals of the business; the executive's role in successful project management; and the tools available to executives who want to gain greater value from project management. Drawing on his extensive experience, Bender shows how to: make sure project and enterprise goals align; structure organizations to support more effective project communication and decision making; integrate project processes with other organizational processes; oversee projects more effectively. This book contains a full section on understanding and managing projects as capital investments, including detailed coverage of building balanced project portfolios. Bender concludes with a sophisticated discussion of managing projects in global environments and optimizing resources where multiple projects must be managed.

 

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Though Michael Bender aims to be clear, tension is at the heart of his project management book. He doesn’t want to overdo commonly covered material, but he also doesn’t want to leave out any key terms or meaningful details. At times, this can lead to death by subtitles, where he introduces a series of topics but stops short of articulating their full meaning or import. To be fair, he shows project management for what it is – not a small city within an organization but a huge, at times overwhelming, continent inside a company. Even at its most difficult, the book gives senior managers a feel for the layers of complexity in the world of projects. Bender, who views projects as the holy grail of organizational value, tells managers how to aid and support them. He sensitizes leaders to the helpful or harmful ripple effects that their decisions have on organizational culture. getAbstract recommends this as a reference book for senior executives. It isn’t light or easy to swallow, but taken in pieces, it might save you from project indigestion.
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Contents

Understanding Projects and Project Management
1
Aligning Project Management with the Organization
53
Project Management Oversight
131
Projects as Capital Investments
183
Globalization and Resource Optimization
229
Endnotes
265
Index
267
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About the author (2009)

MICHAEL B. BENDER, PMP, is founder and CEO of Ally Business Developers, a consortium of world-class business, organizational, and professional development experts. Bender’s project/program management experience spans 30 years and several continents. He has applied his technical, leadership, and managerial skills to projects including the Hubble Space Telescope; NEXRAD (Next Generation Weather Radar); and air traffic control systems for the United States, UK, and Taiwan. Bender is a speaker for the American Management Association (AMA) and Global Knowledge, and a guest speaker at DePaul University and the Project Management Institute. He has authored many AMA project management seminars and recently completed a study of best practices in multiproject management.

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