Project Management for Dummies, by Stanley E Portny

The Dummies Series book, Project guidance for Dummies, by Stanley E. Portny (Wiley Publishing, Inc., 2001), is, in my opinion, a comparatively easy-to-read (although as well somewhat structur everyy disconnected in places), step-by-step how-to book, for either menstruation or prospective cast managers, with or with let out experience. In life, every person has enters to pick up usually a never-ending serial publication of them, in situation, and often more than(prenominal) than superstar shake off to complete simultaneously. Ones calculates whitethorn be somebodyal or professional intended or required. They may be for our selves wholly for friends or family for churches, clubs, or communities special events or for colleagues companies, or employers.As the author concurs, in his Introduction to the textProjects turn out been more or less since ancient times. Noahbuilt the ark, Leonardo da Vinci painted the MonaLisa, Jonas Salk developed the polio vaccine all rende rs. . . . Why then, is the topic of take to circumspection suddenly of such nifty interest today? Theanswer is simple. The reference has changed and the centering suggests in adjournicular, however, as Portny excessively points out, in spite of appearance Chapter 1, must meet third key criteria they must have (1) particular proposition outcomes(2) Definite start and end dates, and (3) realized budgets (p. 10). Further, as that chapter mentions, shake off management allow ins common chord basic operations (p. 12), which ar (1) formulation (2)organizing and (3) chasten (Portny).In management today, for managers at all levels, completing projects impact project goals and meeting project deadlines, are more important, as skills, aptitudes, and professional achievements, than ever before, especially at heart todays super competitive business environment. As Portny likewise states at the outset in(predicate) plaques create projects that produce appetencyd results in c onventional timeframes with assigned resources (p. 9). Clearly, those who can successfully, skillfully, and in spite of appearance budgets and deadlines complete projects have an advantage oer those who cannot.Mevery suddenly find themselves project managers, not by choice, but collectible to either changed or expanded profession descriptions or expectations, or just homy company need. Increasingly, project management has more and more become a ticket to task promotion and career advancement (or not).Moreover, if hotshot has no previous formal fostering in project management, unity may need to simply learn such skills on the job, and quickly. Project anxiety for Dummies is create verbally for such individuals those who would like to develop untried project management skills (but excessively for those who desire to increase their current wholenesss). The book is, I believe, potentially very useful for readers deep down either group.This book guides unmatched finishe d the beginning, middle, and ending project stages. It offers guidelines and tips on homework navigating through ambiguities and uncertainties aggroupwork time management, organizational strategies manipulation paperwork staying on track meeting deadlines, and bringing projects to a successful, satisfactory, and timely conclusion.Topics Project focus for Dummies covers include reservation project schedules grammatical construction teams and sustaining teamwork budgeting coping with take chancess and surprises optimally integrating engine room into project management and keeping team members motivated, on task, and within budgets and deadlines. Structurally, the book is carve up into five parts (I-V). Each part consists of in the midst of three and six chapters, with 20 chapters in all.Chapter headings and topics covered include (to appellation but a few) What is Project Management (And How Do I Get paid Extra to Do It?) (Chapter 1) Estimating Resource Requirements (Cha pter 5) introduce Progress and Maintaining Control (Chapter 10) Dealing With assay and Uncertainty (Chapter 15) and Ten Tips for Being a Better Project Manager (Chapter 20). on that point are also deuce appendices (A and B) and an index.Chapter 2 covers defining and understanding what one is nerve-wracking to accomplish with a project, knowing who and what one is doing a project for, and why that person or entity inescapably 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 initiator identifying others who may benefit from your project and defining needs to be addressed (pp. 29-32). In short, Chapter two focalisationes on defining the rationale(s) and parameters of the project clarify those for oneself and for all others involved and laying the initial groundwork toward project completion.Ch apters 3, 4, and 5 focus on Getting from Here to in that respect You Want This Done When and Estimating Resource Requirements. see ideas contained within these chapters, include knowing and planning all steps of a project, including fashioning a work debunkdown organize knowing how untold detail is luxuriant (p. 49) developing and analyzing a network plat (p. 71) and assign your projects personnel needs (p. 105).Chapter 5 in particular also stresses the vastness of finding the right populate to assistant with the project. Portny observes Your projects success rests on your ability to muster in the help of the right people to exercise the necessary work (p. 106). Portny also stresses that, toward that same(p) 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 pass on either make or break a project.One of the chapters I arrange most personall y useful was Chapter 6, on The Who and How of Project Management. Here, Portny covers three principal(prenominal) topics (1) Distinguishing the project organization from the traditional organization (2) Clarifying the roles of different people in the ground substance organization and (3) Recognizing key tips for increase the chances of success (p. 137). As Portny also notes in this chapter, project management bodily grammatical construction and automatic teller machine may be, and very often is, a great deal different than overall company construction and atmosphere, and one is wise to be ingest at the outset on the differences between the two.While projects are company activities, they hitherto typically take on atmospheres, conflicts, and lives of their own. For example, one operates within both a centralized company structure and a available departmental or area structure in most parts of ones job. However, project management may send one outside ones own available st ructure 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 necessitate) much different communications alliances interrelationships interactions, and interdependencies than will usual, more typical work activities. Key players in a project matrix environment, which plainly 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 backs, is change by, or is interested in your project (p. 150). Each project also has drivers supporters and observers (p. 158) and it is even ly important, Portny suggests, for project managers to identify and know severally of them, and their respective roles. Of crucial importance to project success, also, is Finding a project champion (p. 159) or someone high 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 right 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 saddle horse up times to discuss enkindle technical or other issues with the person (p. 181).The book also covers ways of tracking progress and maintaining go over (Chapter 10) ways of keeping everyone informed (Chapter 11), including overlap information both in write and at meetings and ways of encouraging summit performance in team players (Chapter 12), including providing rewards and portion 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. subsequent chapters included advice on how to hold people accountable (Chapter 18) getting a project back 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 plenteously contained within Stanley E. Portnys Project Management for Dummies. The barely aspect of this book that I represent disappointing was that of that it had far fewer pa rticular examples, of actual project management situations to illustrate major points and concepts, than I would have liked. I learn best and most comfortably from examples and discussion of how those examples illustrate theoretical concepts. I would have liked for Portny to do more of that in this book than he did. major strengths of the book include its being stark(a) comprehensive well organized, and practical.