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210123 ||| eng |
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|a 156726302X
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|a 1523097019
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|a 9781567263022
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|a HD69.P75
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|a Whitten, Neal
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|a Neal Whitten's No-Nonsense Advice for Successful Projects
|c Whitten, Neal
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| 250 |
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|a 1st edition
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| 260 |
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|b Berrett-Koehler Publishers
|c 2007
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| 300 |
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|a 280 pages
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|a 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?
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|a 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
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|a 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
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|a 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
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|a Leadership / fast
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|a Équipes de travail
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|a Organizational behavior / http://id.loc.gov/authorities/subjects/sh85095524
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| 653 |
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|a Organizational behavior / fast
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|a Leadership
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| 653 |
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|a Comportement organisationnel
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| 653 |
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|a Leadership / http://id.loc.gov/authorities/subjects/sh85075480
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| 653 |
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|a BUSINESS & ECONOMICS / Strategic Planning / bisacsh
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| 653 |
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|a Teams in the workplace / http://id.loc.gov/authorities/subjects/sh85148150
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| 653 |
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|a Teams in the workplace / fast
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| 041 |
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|a eng
|2 ISO 639-2
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| 989 |
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|b OREILLY
|a O'Reilly
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| 776 |
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|z 9781567261554
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|z 9781567263022
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| 856 |
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|u https://learning.oreilly.com/library/view/~/9781567263022/?ar
|x Verlag
|3 Volltext
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|a 331
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|a 658.4022
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|a 658.4
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|a 658.4/04
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|a 302.3
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|a 300
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|a 330
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|a 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 that's why Neal Whitten wrote this book. Having Neal Whitten's No-Nonsense Advice for Successful Projects on hand is like having a mentor to guide you at every turn in the road. Neal shows you how to avoid a painful learning curve with a set of best practices for leading consistently successful projects. In this book, Neal distills his 30 years of experience into tips and strategies that are easy to learn and apply to your projects. These strategies will give you a decisive competitive edge in leading projects and working with stakeholders, clients, and team members. Learn How to: " Run your project like you'd run your own business " Become a "benevolent dictator" for the most effective leadership " Recognize and deal with professional immaturity " Deal with difficult people " Master behaviors that will make your team leaders' jobs easier and benefit your own career " Assess if you're too soft -- and learn to make unpopular decisions if they're necessary to project success " Create a culture that fosters the success of your project " Gain the respect of your team members " Avoid making long-term project commitments " Manage to your top three problems
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