Project Management Leadership Building Creative Teams 2nd edition by Rory Burke, Steve Barron – Ebook PDF Instant Download/Delivery: 1118825419, 9781118825419
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ISBN 10: 1118825419
ISBN 13: 9781118825419
Author: Rory Burke, Steve Barron
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.
Project Management Leadership Building Creative Teams 2nd Table of contents:
Chapter 1: Introduction to Project Management Leadership
How to Use This Book
1. History of Project Management
2. Project Manager’s Portfolio of Skills
3. Project Management Body of Knowledge
3.1 Human Resource Management
3.2 Project Communication Management
3.3 Project Stakeholder Management
3.4 APM BoK
4. Project Lifecycle
5. Project Management Leadership
Chapter 2: Project Governance and Ethics
1. Project Lifecycle
2. Project Governance
3. Project Ethics
Chapter 3: Project Leadership BoK
1. What is Project Leadership?
2. Project Vision and Inspiration
3. Leadership Vision vs. Project Lifecycle
4. Project Strategy
5. Empowerment and Self-Control
6. Control Freaks
7. Collaboration
8. Success
Chapter 4: Project Organization Structures
1. What is a Project Organization Structure?
2. Functional Organization Structure
2.1 Functional Organization Structure Advantages
2.2 Functional Organization Structure Disadvantages
3. Matrix Organization Structure
3.1 Matrix Organization Structure Leadership
4. Pure Project Organization Structure
4.1 Pure Project Organization Structure Leadership
Chapter 5: Leadership Behaviors
1. What are Leadership Behaviors?
2. Competent Project Leadership
3. The Logic of Failure
4. Covey’s Seven Habits
5. Effective and Unsuccessful Leadership Behaviors
Key Points
References
Chapter 6: Leadership Theories and Styles
1. Leadership Theories
1.1 ‘Great Person’ Theory
1.2 Trait Theories
1.3 Behavioral Theories
1.4 Contingency and Situational Theories
1.5 Transactional Theories
1.6 Transformational Leadership Theories
2. Action Centered Leadership
3. Situational Leadership
3.1 Situational Leadership/Development Matching
4. Authority
5. Emotional Intelligence (EI) Leadership Styles
5.1 Visionary Style
5.2 Coaching Style
5.3 Affiliative Style
5.4 Democratic Style
5.5 Commanding Style
5.6 Pacesetting Style
6. Linking Leadership Styles to Projects
Key Points
References
Chapter 7: Power to Influence
1. What is Power to Influence?
2. Matrix Organization Structure
3. Responsibility–Authority Gap
4. Power to Influence
5. Power and Influence vs. Project Lifecycle
6. Formal Authority
7. Coercive Power
8. Reward Power
9. Expert Power
10. Charisma Power
11. Communication Power
12. Leadership Power
Chapter 8: Resistance to Change
1. What is Resistance to Change?
2. Why is There Resistance to Change?
3. What is the Rationale for Resisting the Change?
4. What Can the Leader do About Resistance to Change?
4.1 Recognizing Resistance to Change
4.2 What Can Leaders Focus On to Promote Change?
5. Ideas About How Change Happens
5.1 Elisabeth Kubler Ross: The Change Transition Process
5.2 Double-Loop Learning
6. Everett Rogers – Diffusion of Innovations
6.1 Diffusion Roles
7. Conclusions
Key Points
References
Chapter 9: Emotional Intelligence
1. Emotional Intelligence Domains
2. The Four Emotional Intelligence Domains
2.1 Emotional Intelligence Leadership Competencies
3. Leaders Need Emotional Intelligence (EI)
4. Perception of Emotional Competence
Key Points
References
Chapter 10: Leadership vs. Management
1. Leadership vs. Management
2. Dealing with People
3. Entrepreneurship Skills
Chapter 11: Working with Stakeholders
1. Who is a Project Stakeholder?
2. Stakeholders vs. Project Lifecycle
3. Stakeholders and Interested Parties
4. Networking
Chapter 12: Project Teams
1. Project Teams vs. Project Lifecycle
2. Why Companies Use Project Teams
3. The Individual’s Purpose for Team Membership
4. Team Leader’s Ability
5. Team Charter
6. Why Teams Win
7. Why Teams Fail
Chapter 13: Teams vs. Groups
1. The Difference Between Groups and Teams
2. Moving from Being a Group to Being a Performing Team
3. Working Groups or Teams?
4. How Can we Achieve Significant Performance Results?
4.1 Themes and Identity
4.2 Enthusiasm and Energy Level
4.3 Event-Driven Histories
4.4 Personal Commitment
4.5 Performance Results
5. Dangers of High Group Cohesion: Groupthink
5.1 Causes of Groupthink
5.2 Symptoms of Groupthink
5.3 Classic Cases of Groupthink
5.4 Preventing Groupthink
5.5 Abilene Paradox
Key Points
References
Chapter 14: Team Roles
1. Summary of Team Roles
2. Belbin’s Team Roles
3. Avoiding Confusion Between Similar Types
3.1 Plant or Resource Investigator?
3.2 Plant or Monitor Evaluator?
3.3 Resource Investigator or Coordinator?
3.4 Coordinator or Shaper?
3.5 Team Worker or Coordinator?
3.6 Implementer or Completer Finisher?
3.7 Completer Finisher or Specialist?
4. Belbin’s Team Styles in a Leadership Context
5. Combining Primary and Secondary Styles
6. Team Roles Surfacing at Different Stages of a Project
6.1 Problem Conception and Identification
6.2 Solution Design
6.3 Realization / Implementation of the Solution
6.4 Resolution of the Problem
6.5 Applicability of Belbin’s Model
7. How to Use Team Role Models
Key Points
Further Reading
Chapter 15: Team Development Phases
1. Team Focus
2. Team Performance
3. Forming Phase
3.1 Individual Considerations (Forming Phase)
3.2 Team Considerations (Forming Phase)
3.3 Task Considerations (Forming Phase)
3.4 Leadership Considerations (Forming Phase)
4. Storming Phase
4.1 Individual Considerations (Storming Phase)
4.2 Team Considerations (Storming Phase)
4.3 Task Considerations (Storming Phase)
4.4 Leadership Considerations (Storming Phase)
5. Norming Phase
5.1 Individual Considerations (Norming Phase)
5.2 Team Considerations (Norming Phase)
5.3 Task Considerations (Norming Phase)
5.4 Leadership Considerations (Norming Phase)
6. Performing Phase
6.1 Individual Considerations (Performing Phase)
6.2 Team Considerations (Performing Phase)
6.3 Task Considerations (Performing Phase)
6.4 Leadership Considerations (Performing Phase)
7. Maturing and Declining Phases
References
Chapter 16: Team-Building Techniques
1. What is Team Building?
2. Level One: Interpersonal Team Building
3. Level Two: Team Roles
4. Level Three: Shared Vision
5. Level Four: Task Focused
6. Outdoor Team Building
6.1 Why Management Team Building?
6.2 Why Outdoor Team Building?
6.3 Outdoor Action Learning
6.4 Why Go Sailing?
Chapter 17: Coaching and Mentoring
1. Coaching Helps us Get Better at What we Already Do
2. Coaching Skills
2.1 Identify Goals
2.2 Focus on the Learner
2.3 Identify Available Options
2.4 Revisit the Objectives for the Session
3. Mentoring
4. The Relationship
5. Feedback
5.1 What are the Skills of Giving Feedback?
5.2 Receiving Feedback
5.3 Should We Always Give Feedback?
Key Points
Further Reading
Chapter 18: Negotiation
1. Win–Lose Strategy
2. Win–Win Strategy
3. Lose–Lose Strategy
4. Negotiation Tactics
5. Networking Skills
6. Bargaining
7. Dispute Resolution
Chapter 19: Motivation
1. Motivation
2. Motivation Cycle
3. Herzberg’s Motivation and Hygiene Theory
4. McClelland’s Motivational Needs Theory
5. Maslow’s Hierarchy of Needs
6. Motivation and Leadership Style
7. Seven Rules of Motivation (for project managers)
References
Chapter 20: Delegation
1. Reasons for Delegating
2. What Can be Delegated?
3. Delegation: Simple Rules for Success
4. Delegation Contract
5. Problems with Delegation
Key Points
Chapter 21: Communication
1. Communication Theory
2. Communication Plan
3. Project Meetings
4. Teamwork vs. Communication
References
Chapter 22: Conflict Resolution
1. Conflict in the Workplace
2. Dealing with Conflict
3. Drama Triangle
3.1 Getting out of the Drama
4. Transactional Analysis
4.1 Ego States
4.2 Applying the TA Model
4.3 Driver Behavior or Working Styles
Key Points
References
Chapter 23: Problem Solving
1. Types of Problems
2. The Nature of Problems
3. Problem-Solving Process
4. Define Objectives and Problem Definition
5. Identify Problems or Opportunities
6. Gather Data and Present Information
6.1 Data Mapping
6.2 Sense Making
6.3 Identify Constraints
6.4 Break Down the Problem
6.5 SMART Objectives
6.6 Problem Definition
7. Identify a Range of Solutions
7.1 Brainstorming
8. Blocks to Problem Solving
9. Solutions and Options
References
Chapter 24: Decision Making
1. The Decision-Making Process
1.1 Determine Objectives
1.2 What Decisions are Required?
1.3 Gather Information
2. Decision-Making Continuum
3. Quality Function Deployment (QFD)
4. Decision Tree Analysis
5. Decision-Making Pitfalls
6. Communicate the Decision
Key Points
References
Appendix: Lost At Sea
Lost at sea experts’ opinion
Glossary
Index
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Tags: Rory Burke, Steve Barron, Project Management, Building Creative