Author Profile

Pollack Johnson is a prominent faculty member who previously served as an Associate Professor of Mathematical Sciences and frequently collaborated with the Villanova School of Business. He and his colleagues are widely recognized for their research on project management decisionmaking rather than belonging to the Management Department itself. His contributions to the university's curriculum and business literature span several decades, focusing heavily on applied mathematics, operations research, and project management. Johnson teaches in the Masters of Project Mgmt (MPM) and undergraduate business programs. He was interim Director of the MBA program from 2013 to 2014. His research and teaching interests include innovation, strategy and international management. His research is published in a number of innovation-based journals including: Research Policy, Technovation, IEEE Transactions on Engineering Management, Research-Technology Management, International Journal of Technology Management, Journal of International Management, Journal of Intellectual Capital, Engineering Management Journal and Entrepreneurship: Theory and Practice. He has consulted for pharmaceutical companies and the National Research Council in Canada and has been honored with a number of accolades for research on innovation and knowledge management.

About The Book

This book is addressed not only to those undergraduate and graduate students who wish to improve upon their project management skills but also to those functional managers and upper level executives who serve as project sponsors and must provide continuous support for projects. This comprehensive book is designed for students & academics seeking a foundational yet rigorous understanding of structural project management frameworks and systems theory. Practicing Professionals, project managers, program managers, and directors aiming to elevate their company's project management maturity, minimize scope changes, and improve executive level communication. Candidates preparing for industry-standard certification exams, including the PMI® Project Management Professional (PMP®). The book provides a deep dive into the practical and theoretical aspects of managing company resources to meet specific short-term goals. Focuses on looking at the "big picture," integrating project goals across various functional departments within an organization. Breaks down methodologies for effective planning (goal and objective setting), scheduling (resource allocation and timelines), and controlling (monitoring and making adjustments). The book's primary differentiator is its systems approach to management. Instead of viewing a project as an isolated sequence of tasks, the text teaches readers to look at projects as integrated entities operating within a complex corporate ecosystem. This framework focuses on optimizing the interaction between different functional departments to ensure project alignment with broader corporate strategy, culture, and resource limitations. The book is primarily intended for upper-level undergraduate or graduate students in business or engineering programs. It is also highly recommended for practicing professionals studying for their PMP certifications or functional leaders who need to understand how to champion project management within their organizations.

Table of Contents

Preface
CHAPTER 1 OVERVIEW
Introduction
Understanding Project Management
Defining Project Success
The Project Manager–Line Manager Interface
Defining The Project Manager’s Role
Defining The Functional Manager’s Role
Defining The Functional Employee’s Role
Defining The Executive’s Role
Working With Executives
The Project Manager As The Planning Agent
Project Champions
The Downside Of Project Management
Project-Driven Versus Non–Project-Driven Organizations
Marketing In The Project-Driven Organization
Classification Of Projects
Location Of The Project Manager
Differing Views Of Project Management
Concurrent Engineering: A Project Management Approach
CHAPTER 2 PROJECT MANAGEMENT GROWTH: CONCEPTS AND DEFINITIONS
Introduction
General Systems Management
Project Management: 1945–1960
Project Management: 1960–1985
Project Management: 1985–2009
Resistance To Change
Systems, Programs, And Projects: A Definition
Product Versus Project Management: A Definition
Maturity And Excellence: A Definition
Informal Project Management: A Definition
The Many Faces Of Success
The Many Faces Of Failure
The Stage-Gate Process
Project Life Cycles
Gate Review Meetings (Project Closure)
CHAPTER 3 ORGANIZATIONAL STRUCTURES
Introduction
Organizational Work Flow
Traditional (Classical) Organization
Developing Work Integration Positions
Line–Staff Organization (Project Coordinator)
Pure Product (Projectized) Organization
Matrix Organizational Form
Modification Of Matrix Structures
The Strong, Weak, Or Balanced Matrix
Center For Project Management Expertise
Matrix Layering
Selecting The Organizational Form
Structuring The Small Company
Strategic Business Unit (SBU) Project Management
Transitional Management
CHAPTER 4 ORGANIZING AND STAFFING THE PROJECT OFFICE AND TEAM
Introduction
The Staffing Environment
Selecting The Project Manager: An Executive Decision
Skill Requirements For Project And Program Managers
Special Cases In Project Manager Selection
Selecting The Wrong Project Manager
Next Generation Project Managers
Duties And Job Descriptions
The Organizational Staffing Process
The Project Office
The Functional Team
The Project Organizational Chart
Special Problems
CHAPTER 5 MANAGEMENT FUNCTIONS
Introduction
Directing
Project Authority
Interpersonal Influences
Barriers To Project Team Development
Suggestions For Handling The Newly Formed Team
CHAPTER 6 MANAGEMENT OF YOUR TIME AND STRESS
Introduction
Understanding Time Management
Time Robbers
Time Management Forms
Effective Time Management
Stress And Burnout
CHAPTER 7 CONFLICTS
Introduction
Objectives
The Conflict Environment
Conflict Resolution
Understanding Superior, Subordinate, And Functional Conflicts
The Management Of Conflicts
Conflict Resolution Modes
CHAPTER 8 SPECIAL TOPICS
Introduction
Performance Measurement
Financial Compensation And Rewards
Critical Issues With Rewarding Project Teams
Effective Project Management In The Small Business Organization
Mega Projects Morality, Ethics, And The Corporate Culture
Professional Responsibilities
Internal Partnerships
External Partnerships
Training And Education
CHAPTER 9 THE VARIABLES FOR SUCCESS
Introduction
Predicting Project Success
Project Management Effectiveness
Expectations
Lessons Learned
Understanding Best Practices
CHAPTER 10 WORKING WITH EXECUTIVES
Introduction
The Collective Belief
The Exit Champion
The In-House Representatives
CHAPTER 11 PLANNING
Introduction
Validating The Assumptions
General Planning
Life-Cycle Phases
Proposal Preparation
Kickoff Meetings
Understanding Participants’ Roles
Project Planning
The Statement Of Work
Project Specifications
Milestone Schedules
Work Breakdown Structure
WBS Decomposition Problems
Bibliography
Index