This is the second book in the new partnership between Wiley and the International Institute for Learning (IIL). The new series features cutting-edge approaches to project management that provide project managers with new perspectives as well as practical tools. Written by bestselling project management experts Harold Kerzner and Frank Saladis,What Executives Need to Know About Project Management conveys the basic principles of project management to top managers who need an understanding of the benefits of project management and how it fits into the overall business strategy, without the need to delve into the step-by-step processes.

Chapter 1: PROJECT MANAGEMENT PRINCIPLES.The Triple Constraint.Types of Project resources.Chapter 2: THE EVOLUTION OF PROJECT MANAGEMENT.Evolution of Project Management.Evolution: Project Objectives.Evolution: Definition of Success.Evolution: Velocity of Change.Evolution: Authority and Job Descriptions.Evolution: Evaluating Team Members.Evolution: Accountability.Evolution: Project Management Skills.Evolution: Management Style.Evolution: Project Sponsorship.Evolution: Project Failures.Improvement Opportunities.Resistance to Change.Chapter 3: THE BENEFITS OF PROJECT MANAGEMENT.Benefits of Project Management.Quantifying the Benefits.Chapter 4: THREE CORE BEST PRACTICES.The First Best Practice.The Second Best Practice.The Third Best Practice.Chapter 5: ROLE OF THE EXECUTIVE AS A PROJECT SPONSOR.How Executives Interface Projects.The Executive Sponsor's Role.Chapter 6: SPECIAL PROBLEMS FACING EXECUTIVES.Pushing Sponsorship Down.Committee Sponsorship.Handling Disagreements with the Sponsor.When to Seek the Sponsor's Help.Types of Sponsor Involvement.Placating the (External) Customers.Gate Review Meetings.Sponsorship Problems.The Exit Champion.Having a Vested Interest.Project Champions vs. Exit Champions.The Collective Belief.Advertising Sponsorship.Working with the Onsite Representatives.Kickoff Meetings for Projects.Taking the Lead.Rewarding Project Teams.Enterprise Project Management.Executive Involvement (with Tradeoffs).Chapter 7: NEW CHALLENGES FACING SENIOR MANAGEMENT.Measuring Project Management Success.Success.Types of Values.Four Cornerstones of Success.Success versus Failure.High Level Progress Reporting.Validating the Assumptions.Accelerating Projects.Project Manager Selection.Delegation of Authority.Visible Support.Channels of Communications.Avoid Buy-ins.Budgeting.Working relationships.Chapter 8: ADDITIONAL RESPONSIBILITIES FOR EXECUTIVES.The New Role for Executives.Activities for a PMO.The Executive Interface.Expectations.A Structured Path to Maturity.An Unstructured Path to Maturity.Conclusion.Index.