This book is about how to "nest" project management systems into a company organization and how to interrelate project management tools and techniques into the fabric of the company and its markets. The book will help to fill a major gap in the current literature on project management—the challenge of integration and implementation of the PMI standard. The book theme is that to be effective in a multiproject environment, the program or project manager will need to take a broad perspective, one that sees all aspects of the business and its customers and interrelates projects "seamlessly" into the business.
The book was first suggested by Dr. James Hiegel, curriculum manager for Keller Graduate School of Management, who emphasized the urgent need for a better book and text on project management integration. The concept stems from the growing popularity of project management tools and techniques and the stress that complex projects place on conventional business systems and teams. Here, integration is similar to the concept of enterprise project management, except that integration has an organizational and "soft" side, which is typically missed in the IT-oriented enterprise solution.
This book is not simply about systems; it is about people and how they work in a project environment. Integration allows project managers to grow into business managers because they see the business as a whole as they engage in integrating activity. The process will involve assuring that projects are not treated in isolated initiatives, insulated from the rest of the business. Rather individual projects, and indeed, portfolios of projects, will be seen as essentially the way the business "does business." Project management will be addressed as the central core process of the company to implement the business plan. Project success is enhanced by tying the projects to key business planning and system development, and to the training and "enculturation" of the workforce. Success is also enhanced when many projects can be managed all at once in a program management framework that reflects and controls "bottlenecks," as described in the theory of constraints and critical chain management.
The reason integrated project management is important is that we are increasingly aware that projects fail or underperform because of the lack of organizational and management support and dysfunctional separation of key financial, human resource, marketing, and IT systems from project management in the typical company. In fact, projects naturally disintegrate.
In the integrated model, the basic tools of project management, such as work breakdown, scheduling and schedule variance control, chartering, resource management and cost variance control, project team development, portfolio project selection, product development, quality control and assurance, project review and performance monitoring, and interface management, will be placed in a simple conceptual framework.
The soft side of project management and the dynamics of organizational behavior are a major part of the book, advising project managers and support staff on effective ways to get things done. Leaning on insights about teams, but not necessarily endorsing teams for everything in the project process, the book will suggest a healthy skepticism about team effectiveness. The book addresses modern organizational behavior and leadership concepts to an integrated, "matrixed" company organization.
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What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.