People in Projects

Table of contents

1. Cover Page
2. Title Page
3. Copyright Page
4. Contents
5. Foreword
6. Introduction
7. Section 1—Key Management Skills and Duties
   1. Project Leadership Means Role Playing
   2. Attributes of the Successful Project Leader
   3. Are You a Project Manager/Leader or Just Managing Projects?
   4. Resource Managers: The Key to Your Success
   5. Duties of the Effective Resource Manager
   6. Project Leadership and the Art of Managing Involvement
   7. How can a Project Manager be an Effective Negotiator?
   8. Negotiating the Right Decision
   9. Handling Unpleasant Project Tasks
8. Section 2—Organizational Planning: Identifying Roles, Responsibilities, and Relationships
   1. The Fourth Constraint: Relationships
   2. Relationship Building: A Key Technical Skill
   3. Anticipating Team Roles and Interactions When Planning a Software Development Project
   4. The Project Manager/Functional Manager Partnership
   5. Setting Expectations: Initiating the Project Manager/Client Relationship
   6. Engage! Involve the Customer to Manage Scope
   7. Enhancing Supplier Relationships
9. Section 3—Human Resource Theory and Charts
   1. Post-Planning Review Prevents Poor Project Performance
   2. PM Stands for People Motivator
   3. Using the Learning Curve to Design Effective Training
   4. QFD in Project Management—A Pragmatic Approach
   5. A Parallel WBS for International Projects
10. Section 4—Staff Acquisition and Kickoff
    1. How are You Handling the Resource Shortage?
    2. Human Resources: How are They Faring on Your Project?
    3. Finding and Keeping the Best Employees
    4. Pump up Your Project Scheduling
    5. Kick off the Smart Way
    6. Little Things Make the Biggest Difference
    7. Walking the Talk
11. Section 5—Team Development: Individual and Group Skills
    1. All Project Members should be Treated Equal!
    2. Project Teams: What have We Learned?
    3. Shared Vision Creates Strong Project Teams
    4. How to Run an Effective Meeting
    5. Leadership in Project Life Cycle and Team Character Development
    6. Learning with Style
    7. Mentoring in the Project Environment
    8. Establishing an Internal Mentorship Program
    9. If This is a Team, How Come We Never Practice?
12. Section 6—Resolving Conflict
    1. Is Everybody Happy?
    2. Discovering Bias in Facilitated Teams
    3. Resolving Team Conflict
    4. Dealing with Dissent: The Story of Henry
    5. The Misused Project Manager
13. Section 7—Closeout and Evaluation
    1. The Forgotten Phase
    2. How to Prepare and Conduct a Project Review
    3. Employee Evaluation and Appraisal
    4. Finally, a Way to Completely Measure Project Manager Performance
14. Section 8—Worldwide Teams and Cultural Issues
    1. The Virtual Project: Managing Tomorrow’s Team Today
    2. Cohesive, Productive Distance Teams
    3. Global Work Teams: A Cultural Perspective
15. Section 9—Managing Change
    1. The Team-Friendly Organizational Structure: A Paradigm Shift
    2. Project Management in an Era of Increasingly Rapid Change
    3. Project Recovery: Short- and Long-Term Solutions
    4. Risk Management in a Downsized Environment
    5. Alternatives to Downsizing