As project management has evolved and matured, so has the executive's role in project management. To ensure the success of individual projects and the organization as a whole, today's executives are increasingly involved in activities such as capacity planning, portfolio management, prioritization, and strategic planning specifically for project management. In fact, more and more executives are becoming certified Project Management Professionals (PMPs). What Executives Need to Know About Project Management offers executives a guide to project management, focusing on what they need to know and what they need to do. It provides step-by-step guidance to help executives get effective, well-resourced project management teams in place and ensure the success of any individual project. The book begins with basic principles, including a detailed discussion of the three best practices that enable executives to ensure effective project management: Developing an environment where project management is viewed as a profession Securing key personnel for project management positions Creating opportunities for rewards and advancement through successful project management Next, the book explores how executives serve as executive sponsors in project management teams, setting forth solutions to the many problems and challenges they face in this role, including managing disagreements, delegating authority, and accelerating projects. The authors explain how the role of the executive sponsor changes depending upon the life-cycle phase of the project. For example, during the project initiation and planning phases, the sponsor may take on a very active role, ensuring that proper objectives are established and that the project plan satisfies the needs of the business as well as the needs of the client. During the execution phase, the sponsor may take on a less active role; however, the book shows how executive sponsors need to become involved when roadblocks appear, crises occur, and conflicts arise over priorities among projects. Throughout the book, helpful illustrations clarify complex concepts and processes.

As project management has evolved and matured, so has the executive's role in project management. To ensure the success of individual projects and the organization as a whole, today's executives are increasingly involved in activities such as capacity planning, portfolio management, prioritization, and strategic planning specifically for project management. In fact, more and more executives are becoming certified Project Management Professionals (PMPs).What Executives Need to Know About Project Management offers executives a guide to project management, focusing on what they need to know and what they need to do. It provides step-by-step guidance to help executives get effective, well-resourced project management teams in place and ensure the success of any individual project.The book begins with basic principles, including a detailed discussion of the three best practices that enable executives to ensure effective project management:* Developing an environment where project management is viewed as a profession* Securing key personnel for project management positions* Creating opportunities for rewards and advancement through successful project managementNext, the book explores how executives serve as executive sponsors in project management teams, setting forth solutions to the many problems and challenges they face in this role, including managing disagreements, delegating authority, and accelerating projects.The authors explain how the role of the executive sponsor changes depending upon the life-cycle phase of the project. For example, during the project initiation and planning phases, the sponsor may take on a very active role, ensuring that proper objectives are established and that the project plan satisfies the needs of the business as well as the needs of the client. During the execution phase, the sponsor may take on a less active role; however, the book shows how executive sponsors need to become involved when roadblocks appear, crises occur, and conflicts arise over priorities among projects.Throughout the book, helpful illustrations clarify complex concepts and processes.

Preface ixAcknowledgments xiiiInternational Institute for Learning, Inc. (IIL) xvChapter 1: PROJECT MANAGEMENT PRINCIPLES 1The Triple Constraint 2Types of Project Resources 4Chapter 2: THE EVOLUTION OF PROJECT MANAGEMENT 7Evolution 8Project Objectives 10Definition of Success 12Velocity of Change 14Authority and Job Descriptions 16Evaluation of Team Members 18Accountability 20Project Management Skills 22Management Style 24Project Sponsorship 26Project Failures 28Improvement Opportunities 30Resistance to Change 32Chapter 3: THE BENEFITS OF PROJECT MANAGEMENT 35Benefits 36Quantifying the Benefits 60Chapter 4: THREE CORE BEST PRACTICES 63The First Best Practice 64The Second Best Practice 66The Third Best Practice 68Chapter 5: ROLE OF THE EXECUTIVE AS A PROJECT SPONSOR71How Executives Interface Projects 72The Executive Sponsor's Role 74Chapter 6: SPECIAL PROBLEMS FACING EXECUTIVES 185Pushing Sponsorship Down 186Committee Sponsorship 190Handling Disagreements with the Sponsor 192Knowing When to Seek Out the Project Sponsor for Help 194Types of Sponsor Involvement 196Placating the (External) Customers 198Gate Review Meetings 200Sponsorship Problems 202The Exit Champion 204Should a Sponsor Have a Vested Interest? 206Project Champions versus Exit Champions 208The Collective Belief 210Advertising Sponsorship 212Working with the On-Site Representatives 214Kickoff Meetings for Projects 216Taking the Lead 218Rewarding Project Teams 220Enterprise Project Management 222Executive Involvement (with Trade-offs) 224Chapter 7: NEW CHALLENGES FACING SENIOR MANAGEMENT227Measuring Project Management Success after Implementation228Success 230Types of Values 232Four Cornerstones of Success 234Success versus Failure 236High-Level Progress Reporting 238Validating the Assumptions 240Accelerating Projects 242Project Manager Selection 244Delegation of Authority 246Visible Support 248Channels of Communication 250Avoid Buy-ins 252Budgeting 254Working Relationships 256Chapter 8: ADDITIONAL RESPONSIBILITIES FOR EXECUTIVES259The New Role for Executives 260Activities for a Project Management Office 268The Executive Interface 270Expectations 272A Structured Path to Maturity 276An Unstructured Path to Maturity 278Conclusions 280Index 283