Project Management for Dummies, by Stanley E Portny

The Dummies serial account concur, invent watchfulness for Dummies, by Stanley E. Portny (Wiley Publishing, Inc., 2001), is, in my opinion, a relatively easy-to-read (although in addition somewhat structur completely toldy fragmented in places), step-by-step how-to book, for either actual or prospective throw away managers, with or without experience. In life, perpetuallyy man-to-man has examines to complete usually a never-ending series of them, in fact, and very oftentimes more than one(a) purge to complete simultaneously. matchlesss undertakings may be ad hominem or professional voluntary or take. They may be for our selves whole for friends or family for churches, clubs, or communities special events or for colleagues companies, or employers.As the indite concurs, in his Introduction to the text take tos have been around since ancient times. Noahreinforced the ark, Leonardo da Vinci painted the MonaLisa, Jonas Salk developed the polio vaccine all chores. . . . Why then, is the topic of confound watchfulness suddenly of such immense interest today? Theanswer is simple. The earshot has changed and the direction throw ups in particular, however, as Portny in any case points out, within Chapter 1, moldiness meet three profound criteria they must have (1) Specific outcomes(2) Definite start and end dates, and (3) Established budgets (p. 10). Further, as that chapter mentions, project focal point overwhelms three basic operations (p. 12), which are (1)planning (2)organizing and (3) hold up (Portny).In management today, for managers at all levels, completing projects meeting project goals and meeting project deadlines, are more important, as skills, aptitudes, and professional achievements, than ever before, especially within todays super competitive business environment. As Portny in like manner states at the outset Successful formations create projects that produce desired results in established timeframes with assigned resour ces (p. 9). Clearly, those who can triple-crownly, skillfully, and within budgets and deadlines complete projects have an advantage over those who cannot.Many suddenly find themselves project managers, not by choice, but due to either changed or expanded job descriptions or expectations, or just plain guild need. Increasingly, project management has more and more become a ticket to job promotion and career advancement (or not).Moreover, if one has no previous formal training in project management, one may need to simply learn such skills on the job, and quickly. Project Management for Dummies is written for such individuals those who would like to develop tender project management skills (but also for those who desire to increase their current ones). The book is, I believe, potentially very useful for readers within either group.This book guides one by means of the beginning, middle, and ending project stages. It offers guidelines and tips on planning navigating through ambig uities and uncertainties group throw time management, organizational strategies discussion paperwork staying on track meeting deadlines, and manner of speaking projects to a successful, satisfactory, and timely conclusion.Topics Project Management for Dummies covers include making project schedules building teams and sustaining teamwork budgeting coping with risks and surprises optimally integrating technology into project management and keeping team members motivated, on task, and within budgets and deadlines. Structurally, the book is divided into five dollar bill parts (I-V). Each part consists of between three and six chapters, with 20 chapters in all.Chapter headings and topics covered include (to name but a few) What is Project Management (And How Do I Get Paid Extra to Do It?) (Chapter 1) Estimating alternative Requirements (Chapter 5) Tracking Progress and Maintaining Control (Chapter 10) Dealing With Risk and question (Chapter 15) and Ten Tips for Being a Better Proje ct Manager (Chapter 20). thither are also two appendices (A and B) and an index.Chapter 2 covers defining and understanding what one is trying to accomplish with a project, crafty who and what one is doing a project for, and why that person or entity needs the project completed. This chapter also offers ship canal to avoid others having unrealistic expectations of the project or oneself as manager. Looking at the big picture includes figuring out why youre doingThis project identifying the provoker identifying others who may benefit from your project and defining needs to be address (pp. 29-32). In short, Chapter two steeringes on defining the rationale(s) and parameters of the project clarifying those for oneself and for all others involved and laying the initial groundwork toward project completion.Chapters 3, 4, and 5 focus on Getting from Here to There You Want This Done When and Estimating Resource Requirements. find out ideas contained within these chapters, include knowin g and planning all steps of a project, including making a work breakdown expression knowing how much detail is enough (p. 49) developing and analyzing a network diagram (p. 71) and assign your projects personnel needs (p. 105).Chapter 5 in particular also stresses the importance of finding the right people to assist with the project. Portny observes Your projects success rests on your ability to enlist the help of the right people to perform the infallible work (p. 106). Portny also stresses that, toward that same end, identifying skills and knowledge needed to perform your projects activities (Project Management for Dummies) and Finding people who in fact possess all of those required skills will either make or break a project.One of the chapters I found most personally useful was Chapter 6, on The Who and How of Project Management. Here, Portny covers three main topics (1) Distinguishing the project organization from the traditional organization (2) Clarifying the roles of se veral(predicate) people in the matrix organization and (3) Recognizing key tips for increasing the chances of success (p. 137). As Portny also notes in this chapter, project management structure and atmosphere may be, and very often is, much different than overall company structure and atmosphere, and one is wise to be drop at the outset on the differences between the two.While projects are company activities, they nevertheless typically take on atmospheres, conflicts, and lives of their own. For example, one operates within some(prenominal) a centralized company structure and a usable departmental or area structure in most parts of ones job. However, project management may send one outdoors ones own functional structure into various other functional structures within the centralized one.Those areas outside ones usual functional structure become the unique matrix structure (p. 141) of the project. Understandably, the matrix structure of an individual project will spawn (and nece ssitate) much different communications alliances interrelationships interactions, and interdependencies than will usual, more typical work activities. Key players in a project matrix environment, which obviously differs from ones overall work environment, will typically include the project manager project team members functional managers and upper management (p. 143).Chapter 7 covers choosing and involving the Right People (p. 149) in ones project. Supporting ideas covered in this chapter include the importance of understanding ones projects audience (any person or group that supports, is affected by, or is interest in your project (p. 150). Each project also has drivers supporters and observers (p. 158) and it is equally important, Portny suggests, for project managers to identify and know each of them, and their respective roles. Of crucial importance to project success, also, is Finding a project champion (p. 159) or someone high school up in ones organization that will support and encourages the project.Teamwork is crucial to successful project completion. Chapter 8 explains the importance of defining team members roles and responsibilities (p. 166), and making sure all team members are aware of their own and each others roles and responsibilities. Therefore, lines of authority, responsibility, and office must be clearly established at the outset, and sustained throughout the project. This chapter also discusses strategies project managers can use should they have to deal with micromanagement from above, such as setting up times to discuss interesting technical or other issues with the person (p. 181).The book also covers ways of tracking progress and maintaining discipline (Chapter 10) ways of keeping everyone informed (Chapter 11), including sharing information both in writing and at meetings and ways of encouraging peak performance in team players (Chapter 12), including providing rewards and helping players maintain motivation.Chapter 14 focused on handling risk or uncertainty, including ways of identifying possible risk factors assessing risk impact, and preparing a risk management plan. Key advice of this chapter is to realistically assess risks to the project, and to have a risk management plan for handling them.Later chapters included advice on how to hold people accountable (Chapter 18) getting a project covering fire on track (Chapter 19)and tips for optimal project management (Chapter 20).All in all, I benefited from reading and reflecting on the guidelines, strategies, and tips plentifully contained within Stanley E. Portnys Project Management for Dummies. The only aspect of this book that I found disappointing was that of that it had uttermost fewer specific examples, of actual project management situations to illustrate major points and concepts, than I would have liked. I learn best and most tardily from examples and discussion of how those examples illustrate theoretical concepts. I would have liked for Port ny to do more of that in this book than he did. Major strengths of the book include its being thorough comprehensive well organized, and practical.