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Tables of Contents for People Skills for Project Managers
Chapter/Section Title
Page #
Page Count
Preface
xv
Importance of People Skills in Project Management
1
44
People Problems of Project Management
2
1
Technology, Techniques, and People
3
1
Profession of the Future
4
1
Organizations Are Becoming Project-Based
4
1
History of Project Management in Terms of People Issues
5
2
Stovepipe Organizations
7
1
Technical Specialists As Project Managers
8
1
Project Management: A New Profession Requiring People Skills
9
1
Teams and Multiple Tasks
9
1
Need for New Management Methods
10
1
Nature of Project Success
11
1
Project Management: New Way to Manage the Organization
11
1
Managing People As a Key Strategy of Managing the Triple Constraint
12
2
Teams Are Required
14
1
Satisfying the Stakeholders
14
1
People Skills to Manage Stakeholder Expectations
15
1
Increase in Project Complexity
16
1
Downsizing: Way of Life
17
1
Outsourcing
18
1
People Implications of Downsizing and Outsourcing
19
1
Today's Projects Are Customer Driven
20
2
Establishing Long-Term Customer Relationship
22
2
Leading and Building a Project Team in a Matrix Organizational Structure
24
1
Need to Win Support
24
2
Different Requirements of Functional Managers and Project Managers
26
2
Creating Cooperation and Understanding with Functional Managers
28
1
Cooperation Has Limits
28
1
Increasing Motivational Challenges
29
1
Motivation: It Is Never Easy
30
1
Increasing Use of Virtual or Distributed Teams
31
2
Virtual Teams: Major Challenges for a Project Manager's People Skills
33
1
Skills of the Virtual Project Manager
34
1
Project Managers As Change Agents
35
1
Greater Cultural Diversity on Projects
36
1
Using People Skills for Risk and Opportunity Management
37
1
Future Trends in Project Management
38
1
Inspired Leadership
39
1
Project Managers in the Twenty-First Century
39
1
People-Oriented Jack-of-All Trades
40
1
What This Book Covers
40
5
Project Manager: Leader, Manager, Facilitator, Mentor
45
44
Work in Progress
46
1
Functional Manager versus Project Manager
46
2
``Hats'' of the Project Manager
48
1
Project Manager as ``Leader''
49
3
Dialogue with Team Members
52
5
Project Manager as ``Manager''
57
4
Project Manager as ``Facilitator''
61
3
Project Manager as ``Mentor'' and ``Coach''
64
2
``Best'' Project Manager: Leader, Manager, Facilitator, and Mentor
66
1
Choosing Team Members
67
1
Nature and Stages of Project Team Development
68
1
Ongoing Process
69
1
Communication
69
1
Interaction
70
1
Conflict Resolution
71
1
Stages of Project Team Formation
71
1
Coming Together
72
1
Challenge and Conflict
73
3
Group Standards and Team ``Road Maps''
76
1
``Groupthink''
77
2
Doing the Work
79
2
Team Closure
81
2
Cross-Cultural Considerations
83
3
Summary
86
3
Interpersonal Communication ``Tools'' for the Project Manager
89
44
Appreciation of Individual Differences: A Crucial Element
91
1
Better Way
92
1
Mounting Frustration for the Recipient
93
1
Team Member Disenchantment with the Project Manager
93
1
Approach to Considering the ``Individual''
94
1
MBTI: Helping You Communicate More Effectively
95
1
Communication Tips: Best Ways to Deliver Your Message
96
8
Texture and Tone of Communication
104
4
Nature of the Alliance and the Context
108
2
Keep It Reciprocal
110
1
Types of Communciation
111
2
Communication Techniques: ``Nuts and Bolts''
113
7
Practicing with These ``Tools''
120
3
Communication Shortcomings: All of Us Have Them
123
4
Blind Spots: Keep Your Eyes Open
127
1
Knowing Your Own Barriers to Implementing Communication Tools
128
2
Summary
130
3
Motivating Team Members
133
48
What Is Motivation?
134
1
Current Global Challenges to Motivating Teams
135
2
Team Member ``Baggage'': It Affects Motivation
137
3
Outside Forces Affecting Motivation
140
1
Theories of Motivation
141
5
Integrative Motivational Theory of Abraham Maslow
146
4
Motivation Across the Life Span: Different Needs for Different Ages
150
4
Coming of Age in the Technological World
154
1
Limitations of Age-Based Motivational Profiling
155
1
Major Stages in a Career: A Developmental Approach
156
3
Effect of Other Life Events on Motivation
159
2
Personal Style Determinants of Motivation
161
2
``Career Anchors'': A Unique Approach to Motivating Team Members
163
6
Systemic Approaches to Motivating the Project Team
169
2
Terms Must Be Defined and Discussed with the Team!
171
1
Team Motivation: Forces Driving the Process and Forces Restraining the Process
172
2
Motivational Mistakes
174
4
Motivational Checklist for the Project Manager
178
1
Summary
179
2
Poor Team Member Performance: Career Development Issue, Training Issue, or Personal Problem?
181
46
What Is a Performance Problem?
182
2
Performance Issues: When a Career-Development Strategy Is the Intervention of Choice
184
5
Performance Issues: When a Training Strategy Is the Intervention of Choice
189
3
When the Problem Is the Result of a Training Issue
192
4
Training and Learning Needs of Different Personality Types
196
1
When the Performance Problem Is Caused by a Personal Problem
197
5
What Are the Types of Personal Problems?
202
10
Team Member Denial
212
4
Specific Types of Substance Abuse
216
4
How to Address a Work Problem That May Be Caused by a Personal Problem
220
5
Summary
225
2
Managing Project Conflict
227
48
What Is Conflict?
228
5
Conflicts at Work: One of the Costs of Doing Business
233
2
Conflict in the Project World
235
1
Project Initiation Phase
236
8
Project Planning Phase
244
1
Project Execution Phase
245
1
Project Close-Out Phase
246
2
General Approaches to Resolving Conflict
248
8
What Is Your Negotiating Style?
256
3
Conflict Resolution Checklist for the Project Manager
259
10
Managing ``Agreement'': As Challenging as Managing Conflict
269
4
Summary
273
2
Project Manager: Know Thyself, Heal Thyself
275
62
Stress: It Is in the Eye of the Beholder
276
1
Basic Project Management: Built-In Sources of Stress
277
8
Stress from the Cultural Milieu: Sign of the Times
285
3
Stress from Organizational Dynamics
288
8
Personal Factors Contributing to Project Manager Stress
296
5
Perfectionism, Over Control, and Time Urgency
301
11
Professional and Personal Exhaustion
312
2
Adaptations to Stress: Maladaptive or Adaptive
314
1
Adaptive Coping for the Project Manager
315
16
Quick Comment to Those for Whom ``Exercise'' Is a Dirty Word!
331
4
Summary
335
2
Critical Incidents: When Traumatic Events Strike the Project Team
337
36
What Is a Critical Incident?
339
6
What Can Victims Do to Help Themselves?
345
8
Helping the Team Recover: Critical Incident Debriefing
353
1
Critical Incident Stress Debriefing
354
3
When All Else Fails: Project Recovery Plan
357
3
What Are the Steps to Project Recovery?
360
1
Team Effectiveness and Performance: Crucial Assessment for the Project Manager
361
2
When ``Human Resources'' Are the Problem
363
1
Is a Project Recovery Manager Needed?
364
1
Personal Qualities of the Effective Project Recovery Manager
365
4
``Critical Incident'' Checklist for the Project Manager
369
1
Summary
370
3
Trends, Reflections, Career Management, and Musings
373
Future Issues and Challenges in Project Management
373
One Project Manager's Personal Journey
381
Career Management for the Project Manager: The Project That Never Ends!
401
Musings on the Human Condition
415
Parting Thoughts
422
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