This book is addressed not only to those undergraduate and graduate students who wish to improve upon their project management skills but also to those functional managers and upper level executives who serve as project sponsors and must provide continuous support for projects. This comprehensive book is designed for students & academics seeking a foundational yet rigorous understanding of structural project management frameworks and systems theory. Practicing Professionals, project managers, program managers, and directors aiming to elevate their company's project management maturity, minimize scope changes, and improve executive level communication. Candidates preparing for industry-standard certification exams, including the PMI® Project Management Professional (PMP®). The book provides a deep dive into the practical and theoretical aspects of managing company resources to meet specific short-term goals. Focuses on looking at the "big picture," integrating project goals across various functional departments within an organization. Breaks down methodologies for effective planning (goal and objective setting), scheduling (resource allocation and timelines), and controlling (monitoring and making adjustments). The book's primary differentiator is its systems approach to management. Instead of viewing a project as an isolated sequence of tasks, the text teaches readers to look at projects as integrated entities operating within a complex corporate ecosystem. This framework focuses on optimizing the interaction between different functional departments to ensure project alignment with broader corporate strategy, culture, and resource limitations. The book is primarily intended for upper-level undergraduate or graduate students in business or engineering programs. It is also highly recommended for practicing professionals studying for their PMP certifications or functional leaders who need to understand how to champion project management within their organizations.
Pollack Johnson is a prominent faculty member who previously served as an Associate Professor of Mathematical Sciences and frequently collaborated with the Villanova School of Business. He and his colleagues are widely recognized for their research on project management decisionmaking rather than belonging to the Management Department itself. His contributions to the university's curriculum and business literature span several decades, focusing heavily on applied mathematics, operations research, and project management. Johnson teaches in the Masters of Project Mgmt (MPM) and undergraduate business programs. He was interim Director of the MBA program from 2013 to 2014. His research and teaching interests include innovation, strategy and international management. His research is published in a number of innovation-based journals including: Research Policy, Technovation, IEEE Transactions on Engineering Management, Research-Technology Management, International Journal of Technology Management, Journal of International Management, Journal of Intellectual Capital, Engineering Management Journal and Entrepreneurship: Theory and Practice. He has consulted for pharmaceutical companies and the National Research Council in Canada and has been honored with a number of accolades for research on innovation and knowledge management.
| Preface CHAPTER 1 OVERVIEW Introduction Understanding Project Management Defining Project Success The Project Manager–Line Manager Interface Defining The Project Manager’s Role Defining The Functional Manager’s Role Defining The Functional Employee’s Role Defining The Executive’s Role Working With Executives The Project Manager As The Planning Agent Project Champions The Downside Of Project Management Project-Driven Versus Non–Project-Driven Organizations Marketing In The Project-Driven Organization Classification Of Projects Location Of The Project Manager Differing Views Of Project Management Concurrent Engineering: A Project Management Approach CHAPTER 2 PROJECT MANAGEMENT GROWTH: CONCEPTS AND DEFINITIONS Introduction General Systems Management Project Management: 1945–1960 Project Management: 1960–1985 Project Management: 1985–2009 Resistance To Change Systems, Programs, And Projects: A Definition Product Versus Project Management: A Definition Maturity And Excellence: A Definition Informal Project Management: A Definition The Many Faces Of Success The Many Faces Of Failure The Stage-Gate Process Project Life Cycles Gate Review Meetings (Project Closure) CHAPTER 3 ORGANIZATIONAL STRUCTURES Introduction Organizational Work Flow Traditional (Classical) Organization Developing Work Integration Positions Line–Staff Organization (Project Coordinator) Pure Product (Projectized) Organization Matrix Organizational Form Modification Of Matrix Structures The Strong, Weak, Or Balanced Matrix Center For Project Management Expertise Matrix Layering Selecting The Organizational Form Structuring The Small Company Strategic Business Unit (SBU) Project Management Transitional Management CHAPTER 4 ORGANIZING AND STAFFING THE PROJECT OFFICE AND TEAM Introduction The Staffing Environment Selecting The Project Manager: An Executive Decision Skill Requirements For Project And Program Managers Special Cases In Project Manager Selection Selecting The Wrong Project Manager Next Generation Project Managers Duties And Job Descriptions The Organizational Staffing Process The Project Office The Functional Team The Project Organizational Chart Special Problems |
CHAPTER 5 MANAGEMENT FUNCTIONS Introduction Directing Project Authority Interpersonal Influences Barriers To Project Team Development Suggestions For Handling The Newly Formed Team CHAPTER 6 MANAGEMENT OF YOUR TIME AND STRESS Introduction Understanding Time Management Time Robbers Time Management Forms Effective Time Management Stress And Burnout
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