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BL
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| Record Number
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947120
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| Doc. No
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b701490
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| Main Entry
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Whitten, Neal.
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| Title & Author
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Neal Whitten's no-nonsense advice for successful projects /\ Neal Whitten.
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| Publication Statement
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Vienna, Va. :: Management Concepts,, ©2005.
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| Page. NO
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1 online resource
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| ISBN
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1461917301
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: 1523097019
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: 1567261558
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: 9781461917304
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: 9781523097012
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: 9781567261554
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| Notes
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Includes index.
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Title from title screen.
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| Contents
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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 Help-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 Communications.
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Chapter 10: Turn Criticism into an AssetChapter 11: Dealing with Difficult People; Chapter 12: Don'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 Planning.
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Chapter 20: Should You Be Given a Project End Date?Chapter 21: Meet Minimum Requirements-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 Expect.
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Chapter 31: Escalate Is Not a Dirty WordChapter 32: Declare Your Project'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; Index.
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| Abstract
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Shows you how to avoid a painful learning curve with a set of best practices for leading consistently successful projects. This book enables you to: run your project like you'd run your own business; become a benevolent dictator for the most effective leadership; deal with professional immaturity; deal with difficult people; and, more.
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| Subject
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Project management.
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Gestion de projets.
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BUSINESS ECONOMICS-- Project Management.
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Project management.
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TECHNOLOGY ENGINEERING-- Project Management.
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| Dewey Classification
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658.4/04
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| LC Classification
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HD69.P75W494 2005b
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| Parallel Title
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No-nonsense advice for successful projects
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