
Project Management for Non-Project Managers
By Jack Ferraro
Published 04/2012
Project Management for Non-Project Managers: Navigating Success Without Formal Training
By Jack Ferraro, PMP
About the Author
Jack Ferraro is the president of MyProjectAdvisor®, a company providing project management consulting, coaching, and training. With over 22 years of experience working with project teams and managing complex projects, Ferraro brings a wealth of knowledge and practical insights to those unfamiliar with formal project management practices. His book aims to demystify project management for functional managers and other professionals, enabling them to drive successful project outcomes even without formal training.
Main Idea
"Project Management for Non-Project Managers" emphasizes the critical role of functional managers in the success of organizational projects. Ferraro outlines how these managers can effectively engage with project teams, leverage project management tools, and adopt best practices to ensure projects deliver real business value. By understanding the fundamentals of project management, functional managers can better support project initiatives, align them with organizational goals, and enhance their own leadership capabilities.
Table of Contents
- The Critical Role of the Functional Manager in Project Success
- Three Types of Organizational Structure
- The Importance of Project Planning
- Understanding the Business Side of the Project
- Being Proactive About Project Risk
- The Power of Principles
The Critical Role of the Functional Manager in Project Success
Functional managers play a pivotal role in project success by ensuring that project objectives align with organizational strategy and providing necessary resources. Ferraro discusses how functional managers, often skeptical of project management methodologies due to past experiences of missed deadlines and overrun budgets, can bridge the gap between project teams and business units.
"Functional managers must see themselves as educated consumers and integral parts of the project team." - Jack Ferraro
Functional managers must understand their role in integrating project teams into the broader organization. This involves establishing a customer-focused project team that fosters collaboration and effective communication, enhancing the likelihood of project success.
Many functional managers reject project management methodologies because they view them as bureaucratic and ineffective. Ferraro explains that this skepticism often stems from experiences where project teams missed deliverable dates or overran budgets. However, functional managers are crucial in ensuring that project goals align with organizational strategy and in providing the resources necessary for project success.
Ferraro emphasizes that functional managers need to adopt a proactive approach, engaging with project managers and teams to understand project objectives and timelines. By doing so, they can help bridge the gap between project teams and their business units, fostering a collaborative environment that enhances project performance.
Three Types of Organizational Structure
Understanding the type of organizational structure is crucial for functional managers to navigate projects effectively. Ferraro identifies three basic structures: Functional, Projectized, and Matrix.
- Functional: Aligns around major business functions, often leading to underperformance due to departmental silos.
- Projectized: Focuses primarily on projects, with mature project management processes and financial tracking.
- Matrix: A grid-like structure that addresses multiple business dimensions but may lead to role ambiguity.
"Matrix organizations may lack clear authority definition, which can lead to role ambiguity—the greatest obstacle to any project." - Jack Ferraro
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