Summary of Succeeding with Senior Management

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Succeeding with Senior Management book summary

Editorial Rating



  • Innovative
  • Well Structured
  • Concrete Examples


Senior executives and project managers generally fail to communicate because they see things so differently. Experienced project manager G. Michael Campbell shows project managers how to build bridges with senior management. Top executives usually think about the overall picture while project managers must focus on getting specific things accomplished. Project managers need to find sponsors among senior managers, build relationships with top executives early in a project’s life and keep them apprised throughout. Campbell goes into great detail about issues vital to project success. His advice, charts, diagrams and lists of points to remember will help newer project managers and those who supervise them.

About the Author

G. Michael Campbell, PMP, is president of MCA International in Texas. He has worked as a project manager for more than three decades, handling projects in construction, human resources and information technology. A frequent public speaker, he also wrote The Complete Idiot’s Guide to Project Management and Communication Skills for Project Managers.


Executive Backing

Project managers know they need the support of their company’s senior leaders, but many admit they don’t know how to obtain it. Most top executives think about strategy and their organization’s overall needs, but they may lack interest in the details of the projects they approve. At the outset, senior managers take a hard look at which projects their businesses should undertake and make strategic choices and investment decisions. But, once they decide to pursue a project, they feel they’ve done their job, and they hand the undertaking over to a project manager for implementation. They choose one executive as the project’s sponsor, and that person remains the only senior person with continuing interest in the project.

When the French army under Napoléon Bonaparte began its march on Russia, it had 400,000 soldiers. By the time the army returned, it had shrunk to fewer than 10,000. Most projects begin like Napoléon’s invasion of Russia – with acclaim and support. After the project launches, it often faces problems and dwindling support.

The Executive Perspective

Project managers need to understand ...

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