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Neal Whitten's No-Nonsense Advice for Successful Projects /
Learn the Best Practices That Make the Difference Between Troubled Projects and Consistently Successful Projects There's no better way to learn the nuts and bolts of a profession than by having a mentor at your side. But most project managers and leaders don't have that advantage -- and th...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Berrett-Koehler Publishers,
2007.
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| Edición: | 1st edition. |
| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- Intro; Title Page; Copyright; About the Author; Dedication; Table of Content; Preface; Acknowledgments; Introduction; Part One: Leadership, Soft Skills, and You; Chapter 1: Mind Your Own Business; Chapter 2: Are You a Benevolent Dictator? You Should Be!; Chapter 3: Ask for Helpâ#x80;#x94;or Become Part of the Problem; Chapter 4: What Good Is a PM Mentor?; Chapter 5: Is Your Professional Behavior Respected?; Chapter 6: Recognizing and Dealing with Professional Immaturity; Chapter 7: Behaviors to Master When Dealing with Your Leaders; Chapter 8: Are You Too Soft?
- Chapter 9: Foster Interpersonal CommunicationsChapter 10: Turn Criticism into an Asset; Chapter 11: Dealing with Difficult People; Chapter 12: Donâ#x80;#x99;t Fear Failure; Chapter 13: A Silver Bullet?; Part Two: Roles and Responsibilities; Chapter 14: Duties of the Effective Project Manager; Chapter 15: Duties of the Effective Resource Manager; Chapter 16: Duties of the Effective Project Sponsor; Chapter 17: How Technical Must a Project Manager Be?; Part Three: Project Initiation; Chapter 18: Are You Learning from Project to Project?; Chapter 19: Create the Desired Culture for Your Project.
- Part Four: Project PlanningChapter 20: Should You Be Given a Project End Date?; Chapter 21: Meet Minimum Requirementsâ#x80;#x94;Anything More Is Too Much; Chapter 22: Do Not Make Long-Term Project Commitments; Chapter 23: The Effect of Multitasking on Productivity; Chapter 24: Contingency Buffer: Expect the Unexpected; Chapter 25: Scope Creep: Runaway Train or Good Business?; Part Five: Project Execution and Control; Chapter 26: The Project Tracking Meeting; Chapter 27: The Day After; Chapter 28: Manage to Your Top Three Problems; Chapter 29: Treat All Project Members Equally.
- Chapter 30: Inspect What You ExpectChapter 31: Escalate Is Not a Dirty Word; Chapter 32: Declare Your Projectâ#x80;#x99;s Risk Value; Chapter 33: How to Run an Effective Meeting; Chapter 34: The S-Shape Curve 50/70 Rule; Part Six: Project Closeout; Chapter 35: Conducting a Post-Project Review; Part Seven: Promoting the Advancement of Project Management beyond Your Projects; Chapter 36: Project Review Mentoring Workshops; Chapter 37: The Project Manager/Resource Manager Leadership Workshop; Chapter 38: How to Institutionalize Improvements in Your Organization; Part Eight: Some Final Thoughts; Glossary.