The project sponsor/executive/director is essential for any project, as this person is in charge and ultimately accountable for its success (or lack thereof). However, he or she is rarely trained in project management; rather they are likely to be a general manager or senior executive. Michiel van der Molen seeks to help these accidental project overseers understand their role and responsibilities, guiding them to proactively take control of the project. The book is written in line with the PMI's Lexicon of Project Management Terms, and van der Molen includes tips for people working in Prince2…mehr
The project sponsor/executive/director is essential for any project, as this person is in charge and ultimately accountable for its success (or lack thereof). However, he or she is rarely trained in project management; rather they are likely to be a general manager or senior executive. Michiel van der Molen seeks to help these accidental project overseers understand their role and responsibilities, guiding them to proactively take control of the project. The book is written in line with the PMI's Lexicon of Project Management Terms, and van der Molen includes tips for people working in Prince2 and Agile environments specifically, but predominantly concentrates on universal principles, making the book applicable to any operating environment.Translated from a best-selling Dutch text, "Successful Project Sponsorship "begins by setting out four key principles: sharing, organization, focus, and empowerment.The book then goes on to provide answers to situations including: How to create a successful strategyHow to keep aproject under control when the requirements are changingHinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Michiel van der Molen is a consultant and trainer in project governance, change management, and benefits management. Currently co-owner of Molen & Molen, he helps organizations achieve professional project governance.
Inhaltsangabe
About the author Preface Acknowledgements Introduction Part One Principles Introduction to Part 1: The four principles of successful project sponsorship 01 The first principle: share the business case It's the business result that counts Focus Basis for communication One-liner Business case categories The business case is not a document How does a business case come about? Stage transitions and changes How is the business case maintained? Yardstick for success Benefits realization Summary Note 02 The second principle: organize ownership Business management is accountable for project success Individual contribution Complementary principles Stakeholder interaction The project sponsor: business case owner The steering group The senior user The senior supplier Link to line management accountabilities Behaviour Teamwork The steering group: small is beautiful Individual responsibilities Summary Notes 03 The third principle: focus on deliverables Go for the result Clear scope Examples of deliverables Ambiguous deliverables Projects with an unclear end deliverable Ghost deliverables Users are interested in deliverables, not in projects Ensuring quality Getting a grip on progress Getting a grip on cost Consistency Summary Note 04 The fourth principle: empower the project manager Balanced relationship The project manager's responsibilities Commitment Management stages Management by exception Stage plan Reporting Fewer meetings? Check the business case Which management stages? Summary Note Summary of Part 1 Part Two Details Introduction to Part 2 05 A closer look at the steering group Who has to fulfil the project sponsor role? Who represents the users? Who represents the suppliers? Should an external supplier be a member of the steering group? Other roles Summary 06 Directing the project manager Who provides the project manager? How do you recognize a good project manager? How do you empower the project manager? How do you keep the project manager under control? How do you keep an external supplier's project manager under control? Summary Notes 07 Realizing the benefits How do you create benefit ownership? How do you direct benefit realization? The motivating force of benefit management The advantages of benefit management Summary Notes 08 Achieving quality What is quality? What are key responsibilities regarding quality? What instruments does the steering group have to achieve quality? How do you engage users in realizing quality effectively and efficiently? Summary 09 Dealing with uncertainties How do you ensure that risks are properly managed? How do you deal with changes? Summary Note 10 Assessing documents How do you assess a business case document? How do you assess a plan? How do you assess a performance report? How do you assess a change request? Summary Note 11 Why do projects exceed their budget and what can you do about this? Opimism bias Increase in user insight Excessive specialist influence Changes in the project environment Insufficient project control Blind spots in the schedule Technical issues Parkinson's law Decision-making delays Suppliers forcing up prices Summary Note Summary of Part 2 Part three Advancing project sponsorship in organizations Introduction to Part 3 12 The challenge Conflicting interests Lower status of project management Performance measurement 'The project manager is accountable' Business schools Project management literature Professional organizations Suppliers Project managers Summary 13 The approach Align with existing context Start where the momentum is Include all target groups Address several levels of personal change Improve benefit management Practise what you preach Work with authoritative trainers Continuous effort Summary Note 14 Tips for training courses and workshops Training the board of directors Training the project sponsors and steering group members Training the project managers Training the auditors Training the controllers Steering group start-up meetings Summary Notes Summary of Part 3 Epilogue Appendix 1: PMBOK overview Appendix 2: PRINCE2 overview Appendix 3: Agile overview Appendix 4: Responsibilities and accountabilities Appendix 5: A note on the terminology used in this book Glossary References Index
About the author Preface Acknowledgements Introduction Part One Principles Introduction to Part 1: The four principles of successful project sponsorship 01 The first principle: share the business case It's the business result that counts Focus Basis for communication One-liner Business case categories The business case is not a document How does a business case come about? Stage transitions and changes How is the business case maintained? Yardstick for success Benefits realization Summary Note 02 The second principle: organize ownership Business management is accountable for project success Individual contribution Complementary principles Stakeholder interaction The project sponsor: business case owner The steering group The senior user The senior supplier Link to line management accountabilities Behaviour Teamwork The steering group: small is beautiful Individual responsibilities Summary Notes 03 The third principle: focus on deliverables Go for the result Clear scope Examples of deliverables Ambiguous deliverables Projects with an unclear end deliverable Ghost deliverables Users are interested in deliverables, not in projects Ensuring quality Getting a grip on progress Getting a grip on cost Consistency Summary Note 04 The fourth principle: empower the project manager Balanced relationship The project manager's responsibilities Commitment Management stages Management by exception Stage plan Reporting Fewer meetings? Check the business case Which management stages? Summary Note Summary of Part 1 Part Two Details Introduction to Part 2 05 A closer look at the steering group Who has to fulfil the project sponsor role? Who represents the users? Who represents the suppliers? Should an external supplier be a member of the steering group? Other roles Summary 06 Directing the project manager Who provides the project manager? How do you recognize a good project manager? How do you empower the project manager? How do you keep the project manager under control? How do you keep an external supplier's project manager under control? Summary Notes 07 Realizing the benefits How do you create benefit ownership? How do you direct benefit realization? The motivating force of benefit management The advantages of benefit management Summary Notes 08 Achieving quality What is quality? What are key responsibilities regarding quality? What instruments does the steering group have to achieve quality? How do you engage users in realizing quality effectively and efficiently? Summary 09 Dealing with uncertainties How do you ensure that risks are properly managed? How do you deal with changes? Summary Note 10 Assessing documents How do you assess a business case document? How do you assess a plan? How do you assess a performance report? How do you assess a change request? Summary Note 11 Why do projects exceed their budget and what can you do about this? Opimism bias Increase in user insight Excessive specialist influence Changes in the project environment Insufficient project control Blind spots in the schedule Technical issues Parkinson's law Decision-making delays Suppliers forcing up prices Summary Note Summary of Part 2 Part three Advancing project sponsorship in organizations Introduction to Part 3 12 The challenge Conflicting interests Lower status of project management Performance measurement 'The project manager is accountable' Business schools Project management literature Professional organizations Suppliers Project managers Summary 13 The approach Align with existing context Start where the momentum is Include all target groups Address several levels of personal change Improve benefit management Practise what you preach Work with authoritative trainers Continuous effort Summary Note 14 Tips for training courses and workshops Training the board of directors Training the project sponsors and steering group members Training the project managers Training the auditors Training the controllers Steering group start-up meetings Summary Notes Summary of Part 3 Epilogue Appendix 1: PMBOK overview Appendix 2: PRINCE2 overview Appendix 3: Agile overview Appendix 4: Responsibilities and accountabilities Appendix 5: A note on the terminology used in this book Glossary References Index
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