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The Project Manager's Partner

The Project Manager's Partner: A Step-by-Step Guide to Project Management is the HRD Press publication by Michael Greer.

Now available! The Second Edition of The Project Manager's Partner! CLICK HERE for details.

Background | What is The Project Manager's Partner? | Table of Contents for The Project Manager's Partner | What Reviewers Are Saying About the Project Manager's Partner | Contact HRD Press to Order the PM Partner

Background

Today's organizations are becoming more lean. Facing intense competition, they are trimming layers of middle managers. In the past, organized by function, staff members worked almost exclusively in specialized groups such as marketing, engineering, accounting, and so on. Today, however, the "projectized" organizational structure is allowing task specialists to work cross-functionally, in ad-hoc project teams, without full-time, dedicated managers.

These teams are often led by one of the team's task specialists who excels at his or her specialty, but does not necessarily have management experience. Typically, this team leader is burdened with a similar work load as other team members, while performing add-on project management chores.

These "instant project managers" need help. They need help defining the project; initiating, planning, executing, and controlling project events; and figuring out how to bring project events to a timely conclusion. Unfortunately, they can't stop working for the many weeks it would take to acquire extensive management training.

What these people need is an easy-to-use set of tools to help them, step-by-step, plan and implement their projects. Such tools should be based on identified best practices in the emerging profession of project management. The Project Manager's Partner provides such tools.

What is The Project Manager's Partner?

The Project Manager's Partner is a handbook composed mainly of performance aids (worksheets, step-by-step guidelines, etc.) to support each of the 20 Key Project Manager Actions a project manager must perform. In addition, it includes an introduction to project management basics, to provide a context for using the tools, and a glossary of terms for reference when using other project management resources, such as software products.

The Project Manager's Partner is designed so that it can "stand alone" and be of immediate value to novice project managers even if they don't attend the supporting training events. The tools may be used out-of-sequence, so project managers need not read through the entire book to apply a tool. For example, if you are involved in developing a schedule, you may simply turn to the tool which deals with developing a schedule and get right to work.

Note that this is not another fluffy, prose-filled management text. Instead, it is primarily a set of worksheets, guidelines, checklists, and other tools to be used by novices to perform specific project management tasks in a step-by-step fashion. It uses an approach which is similar to Greer's award-winning text ID Project Management.

Table of Contents for The Project Manager's Partner

Acknowledgments

Introduction (pages 1 - 2)

	Is This Handbook for You?
	How to Use this Handbook

Part I: Background Information (pages 3 - 17)

Some Project Management Basics

	Definitions
	Some Important Distinctions
	Organizational Structures and How They Influence Projects
	General Management Skills and the Project Manager
	Socioeconomic Influences on Projects

Overview: A Generic Project Life Cycle

Project Management Processes

	Initiating
	Planning
	Executing
	Controlling
	Closing

References

Part II: Project Management, A Phase-by-Phase Guide (pages 19 - 29)

Overview

Phase I: Determine Need and Feasibility

	Activities
	Related Action Items

Phase II: Create Project Plan

	Activities
	Related Action Items

Phase III: Create Deliverables Specifications

	Activities
	Related Action Items

Phase IV: Create Deliverables

	Activities
	Related Action Items

Phase V: Test and Implement Deliverables

	Activities
	Related Action Items

Project Phases and the Project Management Processes

Phases, Processes, and Action Items: Pulling It All Together

References

Part III: Action Items (pages 30 - 129)

Overview

Initiating

Action Item: Demonstrate Project Need and Feasibility

[Note that each Action Item contains these subsections:

	Assignment (what, exactly, the Action Item will help you do)
	Desired Outputs (the essential results of applying the Action Item)
	Background Information (illustrations, examples, etc.)
	Worksheet(s) and/or Guidelines (step-by-step instructions)
	What a Veteran Project Manager Might Do (advanced topics)
	Pitfalls and Cautions (things for novices to avoid)
	For More Information... (references for further reading)]

Action Item: Obtain Project Authorization

Action Item: Obtain Authorization for the Phase

Planning

	Action Item: Describe Project Scope
	Action Item: Define and Sequence Project Activities
	Action Item: Estimate Durations for Activities and Resources Required
	Action Item: Develop a Project Schedule
	Action Item: Estimate Costs
	Action Item: Build a Budget and Spending Plan
	Optional Action Item: Create a Formal Quality Plan
	Optional Action Item: Create a Formal Project Communications Plan
	Action Item: Organize and Acquire Staff
	Optional Action Item: Identify Risks and Plan to Respond
	Optional Action Item: Plan for and Acquire Outside Resources
	Action Item: Organize the Project Plan
	Action Item: Close Out the Project Planning Phase
	Action Item: Revisit the Project Plan and Replan If Needed

Executing

Action Item: Execute Project Activities

Controlling

Action Item: Control Project Activities

Closing

Action Item: Close Out Project Activities

References

Appendix A: Tips for Managing Experts Outside Your Expertise (pages A1 - A3)

	Symptoms
	Is an Attitude Adjustments Required?
	Tips for Working with Experts Outside Your Area of Expertise

Appendix B: Glossary of Project Management Terms (pages B1 - B11)

Appendix C: Summary of Key Project Manager Actions and Results (pages C1 - C3)

Appendix D: Potential Shortcuts for Low Risk Projects (pages D1 - D2)

Appendix E: Taking Charge of Your Project Management Software (pages E1 - E4)

What Reviewers Are Saying About The Project Manager's Partner

(Click here to read an in-depth review of The Project Manager's Partner by Eileen Dormuth.)

According to Barry Davis at HRD Press: "The Project Manager's Partner is possibly the most heavily reviewed and quality controlled product that HRD Press has ever published. Our reviewer list is made up of professionals who are representative of the new type of project managers." Below are some of their comments about The Project Manager's Partner.

"I have already begun to use it. . I won't let it go. I wish I had this for my last project. I like the way it is laid out, so you can pick and choose what you want to look at. Pitfalls and Concerns are very good... I need steps, checklists like this to help me evaluate what I'm doing. . .I would never have the time or interest in getting formal PM training or certification... This is a very timely work and an important niche you are filling [i.e., part-time project managers]." -- Jackie Hazlett, AT&T

"It is terrific! I would love to sit down and work through a project in a systematic way using this product. It's really well-thought-out and [contains] great information. The Pitfalls and Cautions are great-- they can prevent a lot of mistakes." -- Wendy Weeks, Microsoft

"I like it a lot.. want to hand it around now [in draft form... to people who are planning a project]... there are a lot of people around here who could use this... It is very practical and accessible: I can read it today and apply much of it to my projects tomorrow." -- Cynthia France, The Southern Company

"What I like about [The Project Manager's Partner] is that it makes project management content agnostic - it can be applied to a farm project as easily as a manufacturing product... It's widely applicable to any project ... Also, it's scalable. . you can use the methods on large or small projects." -- Valorie Beer, former manager of training at Apple University, now head of training with Netscape Communications

"Wonderful... a great book... especially liked the third section, making worksheets available as needed... the Pitfalls & Concerns are valuable... everyday examples are good.. good layout... it will be extremely useful." -- Heidi Smith, Apria Healthcare

"This is well-written [reading the whole thing went fast. I really like it... it looks good and I want it for my managers." -- Karen Wolfe, Xerox Corp.

"These checklists are critically valuable. I will use them routinely, even though I am experienced in project management." -- Clyde Bennett, Business Analyst [You can see a more extensive and updated review from Clyde at the Amazon.com website.]

"Masterful... flows well and is easy to use. Where were you when I was struggling with this stuff?" John Greer, Pennsylvania Electric Company (Ret.)

How to Order

To order this handbook, contact HRD Press.