The Fast Forward MBA in Project Management, 6th Edition

NOTES

CHAPTER 2

1. 1. Daniel Coyle, The Culture Code: The Secrets of Highly Successful Groups (London, Random House Business Books, 2018).
2. 2. John French and Bertram Raven, “The Bases of Social Power,” in Dorwin Cartwright (ed.), Studies in Social Power (Ann Arbor, MI: Institute for Social Research, 1959).
3. 3. Joel DeLuca, Political Savvy: Systematic Approaches to Leadership Behind‐the‐Scenes, 2nd ed. (Berwyn, PA: EBG Publications, 1999).
4. 4. Rick Brandon and Marty Seldman, Survival of the Savvy: High‐Integrity Political Tactics for Career and Company Success (New York: Free Press, 2004).

CHAPTER 4

1. 1. Tim Brown, Change by Design (New York: HarperCollins, 2009).
2. 2. Mark C. Paulk, Charles V. Weber, Bill Curtis, and Mary Beth Chrissis, Capability Maturity Model for Software. CMU/SEI‐91‐TR‐24. (Pittsburgh: Carnegie Mellon University, Software Engineering Institute, 1991).
3. 3. Project Management Institute, A Guide to the Project Management Body of Knowledge, 5th ed. (Newtown Square, PA: PMI, 2013), pp. 44–45.
4. 4. Todd Mosher, James Kolozs, Carissa Colegrove, and Erica Wilder, “Agile Hardware Development Approaches Applied to Space Hardware,” Syncroness, Westminter, CO, 2018. AIAA SPACE Forum, https://arc.aiaa.org/doi/pdf/10.2514/6.2018-5233 .

CHAPTER 6

1. 1. Robert Miller and Stephen Heiman describe this decision maker in their book Strategic Selling (New York: Warner Books, 1985). While theirs is primarily a book about selling, any project manager promoting organizational change ...