Succeeding with Senior Management: Getting the Right Support at the Right Time for Your Project

Succeeding with Senior Management: Getting the Right Support at the Right Time for Your Project

Succeeding with Senior Management: Getting the Right Support at the Right Time for Your Project

Succeeding with Senior Management: Getting the Right Support at the Right Time for Your Project

Synopsis

Senior managers speak the language of strategy. Project managers use the language of tasks and activities. While they rely on each other to achieve their goals, this core incompatibility can lead to communication breakdowns and project setbacks.

Succeeding with Senior Management explains how to bridge the gap and engage the upper ranks. By establishing relationships early on, understanding executives, and keeping them involved, project managers win the support they need--especially critical when problems arise. This one-of-a-kind communications guide explains how to:

  • Navigate the company's political waters
  • Link the project to the business
  • Develop a case for change with an executive sponsor
  • Use the right listening style
  • Provide options and recommendations for major decisions
  • Involve the sponsor in resolving cross-functional problems
  • And more

Many executives will set a project in motion and then move on. Learn how to keep them involved, motivated to push obstacles aside, and focused on a successful conclusion. Your career prospects depend on it.

Excerpt

Every project manager who has run a project knows that the support of senior management is a critical factor in delivering a successful project—and honestly does not know how to get it. There are great books out there on running a project, from the pmbok (Project Management Body of Knowledge), to countless others ranging from the Idiot’s/Dummies’ guides with practical advice to the 1,200-page tomes like that of project management guru Dr. Harold Kerzner on every detail a project manager could imagine. Again, none of these books can help project managers plan the engagement with senior management—or tell them how to get the support they need when only senior managers can address the issues facing a project.

So if there is an obvious need, why haven’t any books been written? I believe part of the answer lies in the nature of project management itself. Project managers think, as the name implies, like managers as they manage their Work Breakdown Structure, schedule, and budget. Senior management generally thinks more strategically and is really not interested in the details of the projects they sponsor.

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