Published by John Wiley & Sons, Inc., Hoboken, New JerseyISBN 978-0-470-52547-0
Copyright © 2009 by International Institute for Learning, Inc.,
New York, New York. All rights reserved
Book Description,
Project managers were viewed as managing profi t centers, and functional manager groups were looked upon as cost centers. The role of the functional manager was basically to assign resources to projects and to keep their costs as low as possible. Functional managers were not required to understand project management. Their role was to assign resources to projects and often relied on the project managers to provide daily direction to the resources. The reason for this was that project managers at that time were, in almost all cases, engineers with advanced degrees and they possessed a strong knowledge and command of technology, often a greater technical knowledge than the functional managers. Functional managers would basically relinquish any control over the resources once the resources were assigned to the projects.
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Project managers were viewed as managing profi t centers, and functional manager groups were looked upon as cost centers. The role of the functional manager was basically to assign resources to projects and to keep their costs as low as possible. Functional managers were not required to understand project management. Their role was to assign resources to projects and often relied on the project managers to provide daily direction to the resources. The reason for this was that project managers at that time were, in almost all cases, engineers with advanced degrees and they possessed a strong knowledge and command of technology, often a greater technical knowledge than the functional managers. Functional managers would basically relinquish any control over the resources once the resources were assigned to the projects.
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