Don’t Quit Your Day Job | ||||||||||||
 |
|
|
|
|
|
|
|
|
|
|
|
|
 |
||||||||||||
 |
[ Login/Subscribe ] | |||||||||||
 |
||||||||||||
 |
 |
 |
 |
 |
 |
 |
|
 |
||||
 |
||||||||||||
Features
Departments
Opinion
Executive
Resources
|
Home > Executive Report > Case Studies
Operational managers are often asked to absorb the work associated with managing and controlling projects while continuing to perform their regular duties. Not surprisingly, disaster often ensues. But the scenario is repeated again and again. Here are lessons learned on how to make the case for appointing a dedicated project manager on mission-critical initiatives.
My people know exactly what needs to be done. They’ve already come up with a schedule that shows the project should be completed within three months. It really is all very straightforward, so I should be able to manage it along with my current obligations without any trouble. I don’t see why we need to designate someone full time as the project manager. And lastly, Frank would never allow us to manage his organization’s activities.
That was my manager’s response to my suggestion that we designate a dedicated project manager to oversee all project activities, his group’s IT activities, other impacted functional areas and the vendor’s deliverables required to successfully complete this project, which was initiated to upgrade the computers that ran an application that created, routed and tracked customer report outages or “tickets.”
As a manager or department head you have probably heard these words.
Please login/register to read the entire article.
| |||||||||||||||||
|
Privacy Policy Contact Us User Agreement