Getting Started in Project Management

Getting Started in Project Management (Getting Started In)

Business & Money

Karen Tate

Paula K. Martin

Management & Leadership

John Wiley&Sons

Leading Project Management Into the 21st Century

The majority of projects fail - they don't satisfy the customer, are not completed on-time or are never completed, are over budget or all of the above. One of the basic reasons for these failures is a lack of project management (PM) skills at the project team level and an even greater knowledge gap at the project sponsor level. As a result, many project problems are created when there is a no project sponsor or one who doesn't fulfill his/her role as the sponsor. The Quick Guide Management Series: Sponsoring a Project will provide you with a reference to the roles, responsibilites and processes a good sponsor will perform in the seeing the project come to a successful conclusion.

Sponsoring a Project

Martin Training Associates

Introducing Matrix Management 2.0TM- The New Game in Town   Lisa, a Matrix Management 2.0TM consultant, introduces Leon, the CEO and owner of a growing consulting organization, to the fundamentals of a new organizational operating system and the five keys (SPARCTM) to making it work.  They begin their journey with a conversation about an old operating systems-Vertical Management-and how it's no longer adequate to address the challenges Leon faces in his organization:  - You need authority to get things done;  - The power lies with the leaders of the vertical silos  - Working on cross-functional teams difficult  This old operating system has been around for 60 years, and organizations who still use it have a difficult time winning on today's global playing field. Matrix Management 2.0TM is a new operating system designed to improve organizational effectiveness and efficiency so you can push past your competition.  In Book 1, you will learn why you need to play and the rules for playing the new game in town:  - What is Vertical Management 1.0? - What problems does it create? - Why does restructuring fail? - Why doesn't Management by Objectives work? - What is the horizontal dimension? - What outcomes should you expect from an organizational operating system?  Take the journey with Leon and Lisa and learn how you can make your matrix organization a success with Matrix Management 2.0TM.

Matrix Management Reinvented: Book 1 - The New Game in Town

International Matrix Management Institute

You don't need to throw out everything you've learned about project management to operate two-dimensionally in a matrix, but you do need to learn new skills and add new tools to your toolbox if you want to be successful in this non-authority-based environment. In a matrix, project teams are typically recruited from the vertical dimension-a function or business unit-but projects are planned and executed in the horizontal dimension. The result is that teams are commonly made up of people who report to someone in the vertical dimension. This means project managers must learn how to lead teams without authority, and it's one of the primary challenges project managers face in a matrix. What you'll learn Based on the Matrix Management 2.0TM framework, Managing Projects in a Matrix looks at how the role of a project manager in matrix organizations has changed, the common challenges project leaders face, and the leadership skills required to manage projects in a two-dimensional organization. You'll learn how to: - Balance conflicting stakeholder interests - Collaborate and share accountability with team members and stakeholders - Make commitments you can keep and not get in over your head - Build high-performing teams when team members report to someone else - Deliver a project without formal authority over team members

Managing Projects in a Matrix: An MM 2.0(TM) Compliant Quick Guide

cathy-cassidy

Leon, the CEO and owner of a growing consulting organization, is working with Lisa, a Matrix Management 2.0TM expert, to resolve the challenges he faces running his matrix organization. Their conversation continues from our previous book (Matrix Management Reinvented: Book 1 - The New Game in Town) and this time, the focus is on leadership. In Book 2, Leon continues to realize that restructuring is not the answer as Lisa walks him through the seven shifts leaders need to make in order to lead without authority and optimize their matrix organizations. - He learns that being able to lead without authority is crucial to solving matrix challenges. - He learns that leaders must be able to lead in both dimensions of the matrix-vertical and horizontal-in order to effect changes their organizations need. - He learns that leaders and professionals alike must recognize their individual sphere of control and empower each other rather than compete. - He learns to focus on success and learning rather than on failure and blame. Bottom line-he learns there is a better way. Book 2 - The 7 Shifts Needed to Be a Successful Matrix Leader offers an easy-to-understand introduction to the Matrix Management 2.0 operating system as it applies to leadership. It pinpoints the challenges individual leaders must address and provides the reader with the mindset needed to transition from an outdated organizational system to a modern one. Join Leon as he continues to learn from Lisa how to lead in a matrix!

Matrix Management Reinvented: Book 2 - The 7 Shifts Needed to Be a Successful Matrix Leader

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Books by Paula K. Martin