TAILIEUCHUNG - PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 14

Chapter 14 SENIOR MANAGEMENT. The responsibility of senior management within a company is to guard, further and strengthen the business of that company. Each senior manager oversees some area of the overall business, generally managing a subset of the corporate staff. | Chapter 14 SENIOR MANAGEMENT The responsibility of senior management within a company is to guard further and strengthen the business of that company. Each senior manager oversees some area of the overall business generally managing a subset of the corporate staff. This concept is true no matter what the type of company and it applies even in an association or government organization. Because of the breadth of this responsibility senior management is generally not intimately involved with any particular project. Instead the responsibility is to support a number of projects to prioritize a broad set of project under his control and to help with prioritization of a broader set of projects underway within the company as a whole. The executive is generally measured on contributing positively to a subset of the business. He will take any required action to ensure that the corporation is strong overall and that in particular his responsibility areas are successful. The nature of this job necessitates that no one senior manager is familiar with many projects. Most senior managers are not familiar with the fine details of even one project it is not their job to be so. They need to focus their energies on the higher-level picture. They rely on their staff to keep them informed of those aspects of the ongoing work that they should be aware of. A good executive is able to understand the situation based on the reports he is given and will assist with appropriate support when presented with problems. Senior management is involved in all projects by necessity because if nothing else senior management is responsible for the allocation of the funding. In project management terms this puts senior management in the role of project sponsor. This chapter starts with a discussion of the project sponsor - who can be a sponsor and what this role entails. Senior management must also consider the amount of risk the company is taking 232 Senior Management when any project is undertaken. .

• Quản lý dự án
• project management
• quản lý viễn thông
• hướng dẫn quản lý dự án
• dự án viễn thông
• lập dự án
• Information technology project management
• Information technology project
• Project portfolio management
• Project management profession
• Project management framework
• Project management context
• Project life cycle
• Project management process
• Lecture Project management in practice
• Modern project management
• Project manager
• Project scope management
• Importance of scope management
• Project scope management processes
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project management institute
• Project human resource management
• Project communications management
• Project risk management
• Project management standards
• Project management forms
• Enterprise project management
• Project authorization
• Project analysis
• Project execution
• Organizational influences
• Project management processes
• Project integration management
• Project perspective
• Cost management
• Cost management plan
• Project plan
• Integration change control
• Project management principles
• Project management definition
• Project management perspectives
• Project stakeholder definition
• Project life cycle definition
• Project Management in Practice Dr Neil Project management
• Project organisational structures
• Balanced matrix
• Project management office
• Projectised organisation
• Time constrained project
• Project schedule
• Extended network techniques
• Managerial process
• Lecture Project management
• Project Governance
• Lecture Information technology project management
• Project management statistics
• Project sponsor
• Project Analysis Under Risk
• Project Analysis
• project costs
• project investment
• project evaluation
• technical project management
• project management for small business
• Risk management planning
• Qualitative risk analysis
• Managing project teams
• Human resource management plan
• Project procurement management
• Procurement management plan
• Outsourcing project work
• Quality management planning
• Communications management plan
• Project Cash Flows
• Project Appraisal
• Essential Formulae
• Project Analysis Under Certainty
• Project management in practice
• Evaluating the project
• Terminating the project
• Project auditing
• Project termination