<In This Is
THE ACCIDENTAL PROJECT
MANAGER pg. 28
>> The phenomenon of the “accidental project manager” doesn’t seem to be going
anywhere anytime soon.
>> Those thrust into project management roles must quickly develop the necessary skills, including how to effectively identify and communicate with sponsors and stakeholders.
THE PMO: SOMETHING OF VALUE pg. 34
>> Quantifiable metrics can help persuade skeptical executives to support the
project management office (PMO) model.
>> Communicating results in simple reports will demonstrate a PMO’s value to the
organization and the bottom line.
STAYING POWER pg. 44
>> Governmental partnerships and incentives persuaded an energy company to launch
a biodiesel refinery project in Singapore.
>> A well-established talent pool allowed the project team to fast-track the initiative,
while meeting the desired certification standards.
BOOSTING THE BOTTOM LINE pg. 50
>> By building a compelling business case based on metrics, portfolio decision-makers
can convince finance managers that the potential for profit outweighs the risks.
>> From the first planning session to the harvesting of end results (sometimes years
after project close), benefits realization reveals just how profitable an endeavor was.
TEAM SPIRIT pg. 56
>> Without team collaboration, projects won’t run smoothly.
>> Training in effective listening, expected behaviors, conflict resolution and cooperation can get teams working well together.
“Without delivering tangible demonstrable
return on investment,
you aren’t doing what
you need to do to
—Steve Clark, Siemens, Norcross,
More than 50
The percentage of
revenues that come
from managing and
delivering customer-facing projects