Project Management that Works: Real-World Advice on Communicating, Problem Solving, and Everything Else You Need to Know to Get the Job Done

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ou’re aware of how the project management profession has sim-

ply exploded in recent years, as this role in a company or on a

team continues to become more important. The most exciting

trend, however, is how project management is becoming a strategic re-

source. In the early days of project management, it was dominated by

charts, graphs, boring meetings, and statistical reporting. To be success-

ful as a strategic resource, project managers (PMs) must now be change

agents, influencers, and motivators, in addition to understanding trends

and graphs. Today’s PM needs to be able to influence and sell a team on

why they want to complete projects on time or why a sponsor needs to in-

vest more money into a project. PMs must manage all the personalities in

a team and be able to influence sponsors and C-level executives. The days

of simply reporting results are over. PMs are now proactive and forward-

thinking enablers for the organization. They must be a strategic resource

to be successful. This chapter discusses how to take on this role and how

to effectively use strategy to get your job done.

CHAPTER 15

PROJECT MANAGER: THE

STRATEGIC RESOURCE

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