Project Management Leadership: Building Creative Teams, 2nd Edition

Project Management Leadership: Building Creative Teams, 2nd Edition

by Steve Barron, Rory Burke
Released April 2014
Publisher(s): Wiley
ISBN: 9781118674017

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Book description

Project Management Leadership is a comprehensive guide to the human factors involved in Project Management, in particular the leadership skills required to ensure successful implementation of current best practice. It provides the latest insights on team building, motivation, collaboration, and networking skills, and the way these can be harnessed to manage a successful project. Exercises and worked examples are provided throughout alongside a fully revised instructor manual.

Table of contents

  1. Cover
  2. Contents
  3. Title
  4. Copyright
  5. Foreword
  6. Authors’ Notes
  7. Chapter 1: Introduction to Project Management Leadership
    1. How to Use This Book
    2. 1. History of Project Management
    3. 2. Project Manager’s Portfolio of Skills
    4. 3. Project Management Body of Knowledge
    5. 4. Project Lifecycle
    6. 5. Project Management Leadership
  8. Chapter 2: Project Governance and Ethics
    1. 1. Project Lifecycle
    2. 2. Project Governance
    3. 3. Project Ethics
  9. Chapter 3: Project Leadership BoK
    1. 1. What is Project Leadership?
    2. 2. Project Vision and Inspiration
    3. 3. Leadership Vision vs. Project Lifecycle
    4. 4. Project Strategy
    5. 5. Empowerment and Self-Control
    6. 6. Control Freaks
    7. 7. Collaboration
    8. 8. Success
  10. Chapter 4: Project Organization Structures
    1. 1. What is a Project Organization Structure?
    2. 2. Functional Organization Structure
    3. 3. Matrix Organization Structure
    4. 4. Pure Project Organization Structure
  11. Chapter 5: Leadership Behaviors
    1. 1. What are Leadership Behaviors?
    2. 2. Competent Project Leadership
    3. 3. The Logic of Failure
    4. 4. Covey’s Seven Habits
    5. 5. Effective and Unsuccessful Leadership Behaviors
  12. Chapter 6: Leadership Theories and Styles
    1. 1. Leadership Theories
    2. 2. Action Centered Leadership
    3. 3. Situational Leadership
    4. 4. Authority
    5. 5. Emotional Intelligence (EI) Leadership Styles
    6. 6. Linking Leadership Styles to Projects
  13. Chapter 7: Power to Influence
    1. 1. What is Power to Influence?
    2. 2. Matrix Organization Structure
    3. 3. Responsibility–Authority Gap
    4. 4. Power to Influence
    5. 5. Power and Influence vs. Project Lifecycle
    6. 6. Formal Authority
    7. 7. Coercive Power
    8. 8. Reward Power
    9. 9. Expert Power
    10. 10. Charisma Power
    11. 11. Communication Power
    12. 12. Leadership Power
  14. Chapter 8: Resistance to Change
    1. 1. What is Resistance to Change?
    2. 2. Why is There Resistance to Change?
    3. 3. What is the Rationale for Resisting the Change?
    4. 4. What Can the Leader do About Resistance to Change?
    5. 5. Ideas About How Change Happens
    6. 6. Everett Rogers – Diffusion of Innovations
    7. 7. Conclusions
  15. Chapter 9: Emotional Intelligence
    1. 1. Emotional Intelligence Domains
    2. 2. The Four Emotional Intelligence Domains
    3. 3. Leaders Need Emotional Intelligence (EI)
    4. 4. Perception of Emotional Competence
  16. Chapter 10: Leadership vs. Management
    1. 1. Leadership vs. Management
    2. 2. Dealing with People
    3. 3. Entrepreneurship Skills
  17. Chapter 11: Working with Stakeholders
    1. 1. Who is a Project Stakeholder?
    2. 2. Stakeholders vs. Project Lifecycle
    3. 3. Stakeholders and Interested Parties
    4. 4. Networking
  18. Chapter 12: Project Teams
    1. 1. Project Teams vs. Project Lifecycle
    2. 2. Why Companies Use Project Teams
    3. 3. The Individual’s Purpose for Team Membership
    4. 4. Team Leader’s Ability
    5. 5. Team Charter
    6. 6. Why Teams Win
    7. 7. Why Teams Fail
  19. Chapter 13: Teams vs. Groups
    1. 1. The Difference Between Groups and Teams
    2. 2. Moving from Being a Group to Being a Performing Team
    3. 3. Working Groups or Teams?
    4. 4. How Can we Achieve Significant Performance Results?
    5. 5. Dangers of High Group Cohesion: Groupthink
  20. Chapter 14: Team Roles
    1. 1. Summary of Team Roles
    2. 2. Belbin’s Team Roles
    3. 3. Avoiding Confusion Between Similar Types
    4. 4. Belbin’s Team Styles in a Leadership Context
    5. 5. Combining Primary and Secondary Styles
    6. 6. Team Roles Surfacing at Different Stages of a Project
    7. 7. How to Use Team Role Models
  21. Chapter 15: Team Development Phases
    1. 1. Team Focus
    2. 2. Team Performance
    3. 3. Forming Phase
    4. 4. Storming Phase
    5. 5. Norming Phase
    6. 6. Performing Phase
    7. 7. Maturing and Declining Phases
  22. Chapter 16: Team-Building Techniques
    1. 1. What is Team Building?
    2. 2. Level One: Interpersonal Team Building
    3. 3. Level Two: Team Roles
    4. 4. Level Three: Shared Vision
    5. 5. Level Four: Task Focused
    6. 6. Outdoor Team Building
  23. Chapter 17: Coaching and Mentoring
    1. 1. Coaching Helps us Get Better at What we Already Do
    2. 2. Coaching Skills
    3. 3. Mentoring
    4. 4. The Relationship
    5. 5. Feedback
  24. Chapter 18: Negotiation
    1. 1. Win–Lose Strategy
    2. 2. Win–Win Strategy
    3. 3. Lose–Lose Strategy
    4. 4. Negotiation Tactics
    5. 5. Networking Skills
    6. 6. Bargaining
    7. 7. Dispute Resolution
  25. Chapter 19: Motivation
    1. 1. Motivation
    2. 2. Motivation Cycle
    3. 3. Herzberg’s Motivation and Hygiene Theory
    4. 4. McClelland’s Motivational Needs Theory
    5. 5. Maslow’s Hierarchy of Needs
    6. 6. Motivation and Leadership Style
    7. 7. Seven Rules of Motivation (for project managers)
  26. Chapter 20: Delegation
    1. 1. Reasons for Delegating
    2. 2. What Can be Delegated?
    3. 3. Delegation: Simple Rules for Success
    4. 4. Delegation Contract
    5. 5. Problems with Delegation
  27. Chapter 21: Communication
    1. 1. Communication Theory
    2. 2. Communication Plan
    3. 3. Project Meetings
    4. 4. Teamwork vs. Communication
  28. Chapter 22: Conflict Resolution
    1. 1. Conflict in the Workplace
    2. 2. Dealing with Conflict
    3. 3. Drama Triangle
    4. 4. Transactional Analysis
  29. Chapter 23: Problem Solving
    1. 1. Types of Problems
    2. 2. The Nature of Problems
    3. 3. Problem-Solving Process
    4. 4. Define Objectives and Problem Definition
    5. 5. Identify Problems or Opportunities
    6. 6. Gather Data and Present Information
    7. 7. Identify a Range of Solutions
    8. 8. Blocks to Problem Solving
    9. 9. Solutions and Options
  30. Chapter 24: Decision Making
    1. 1. The Decision-Making Process
    2. 2. Decision-Making Continuum
    3. 3. Quality Function Deployment (QFD)
    4. 4. Decision Tree Analysis
    5. 5. Decision-Making Pitfalls
    6. 6. Communicate the Decision
  31. Appendix – Lost at Sea
  32. Glossary
  33. Index

Product information

  • Title: Project Management Leadership: Building Creative Teams, 2nd Edition
  • Author(s): Steve Barron, Rory Burke
  • Release date: April 2014
  • Publisher(s): Wiley
  • ISBN: 9781118674017