Index
A
A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 153
accommodating, Thomas-Kilmann Conflict Mode Instrument, 95–96
active career management skills, 8
aesthetic, Maslow’s hierarchy of needs, 75–76
agreement, managing, 101–103
alliances, 53–55
American National Standards Institute, 153
anxiety, increased levels of, 134
autonomous nervous system (ANS), 89
autonomy and independence anchor, 69–70
avoiding, Thomas-Kilmann Conflict Mode Instrument, 95
B
belonging and affiliation, Maslow’s hierarchy of needs, 74
C
career anchors
autonomy and independence, 69–70
entrepreneurial-creativity, 70–71
general management, 69
importance of, 68
lifestyle, 72
pure challenge, 71–72
security and stability, 70
service, 71
technical-functional, 69
career management
actively considering what you want to do, 158–160
chemistry, 161–162
current résumé, 162–163
networking, 160–161
personal references, 163
portfolio career, 164–165
two-minute introduction, 164
CEO. See chief executive officer
checklist, conflict resolution determining project phase, 98–99
functionally based conflicts, 99
lack of information or knowledge, 99
personality-based conflicts, 100–101
checklist, critical incidents, 150
chief executive officer (CEO), 14
CISD. See critical incident stress debriefing collaborating, Thomas-Kilmann Conflict Mode Instrument, 96–97
competence, 156
competing, Thomas-Kilmann Conflict Mode Instrument, 94
compromising, Thomas-Kilmann Conflict Mode Instrument, 97–98
conflict
affective level, 88–89
avoiding, consequences of, 89–90
cognitive level, 87–88
inevitability of, 85
managing agreement, 101–103
negative aspects of, 86
pervasive nature of, 85–87
physiological level, 88–89
positive aspects of, 86
project closeout phase, 92–93
project execution phase, 92
project initiation phase, 90–91
project planning phase, 91
resolution checklist, 98–101
Thomas-Kilmann Conflict Mode Instrument, 93–98
congruence, 28
counseling resources, 135
crafting cognitive-behavioral strategies, 127–128
critical incident stress debriefing (CISD), 138–140
critical incidents
checklist, 150
impact on victim, 133–135
project failure, 149
project manager’s role, 135–136
project recovery manager, 144–148
project recovery plan, 140–144
project team, impact upon, 136–138
responding to, 5–6
customer-driven projects, 2, 11–12
cyclical and stage nature of projects
challenge and conflict stage, 4–6
coming together stage, 3–4
doing the work stage, 6–7
importance of, 2–3
project and team closure stage, 7–9
D
dealing with people
changes versus constants, 166–167
existential givens, 167
finding meaning in life, 167–168
importance of, 165–166
isolation, 168–169
managing beginnings and endings, 169–170
denial, 57
developing resilience, 126–127
disengaged leaders, 118
displacement, 58–59
distributed workplace, 2, 13–14
doing more with less, 11
dysfunctional leadership, at senior management levels, 116–117
dysfunctional organizations, 114–118
E
emotional problems, 134
empathy, 6
employee retention, 15
entrepreneurial-creativity anchor, 70–71
Equal Employment Opportunity Commission complaints, 15
esteem, Maslow’s hierarchy of needs, 75
extraverted team member, communicating with, 46
F
face-to-face communication, 46
facilitator role, project manager, 7, 25, 32–33
fear, increased levels of, 134
feedback, 34
feeling team member, communicating with, 49
flow activities, 128
functionally based conflicts, 99
G
general management anchor, 69
grievances, 15
group-think, 87
H
harassment complaints, 15
humor, 135
I
injuries, loss of time due to, 15
intellectual challenge, Maslow’s hierarchy of needs, 75
International Organization for Standardization, 153
interpersonal communication styles, 4
interpersonal communication tools. See also Myers-Briggs Type Indicator
asking open-ended questions, 41
being aware of content and process, 56–57
being present during discussion, 51–52
considering alliance and context, 53–55
denial, 57
developing, 39
displacement, 58–59
identifying and appreciating individual differences, 43–45
keeping communication reciprocal, 55–56
listening activity, 40
listening to the music behind the words, 52–53
objectification, 59–61
projection, 58
reframing the point, 42–43
sending “I” messages, 40
tracking message, 41–42
intrinsic stress of being a leader, 108–110
introverted team member, communicating with, 46–47
intrusive thoughts, 134
J
job safety, Maslow’s hierarchy of needs, 74
job survival, Maslow’s hierarchy of needs, 73–74
judging team member, communicating with, 50
leader role, project manager, 25–28
leadership function, 4
lifestyle anchor, 72
listening skills, 1
M
maladaptive and adaptive coping, 124–125
manager role, project manager, 5, 25, 28–31
managing agreement, 101–103
managing conflict, 7
Maslow’s hierarchy of needs aesthetic needs, 75–76
belonging and affiliation needs, 74
esteem needs, 75
importance of, 72–73
intellectual challenge needs, 75
job safety needs, 74
job survival needs, 73–74
self-actualization needs, 76–77
matrix management, 12–13, 110–111
MBTI. See Myers-Briggs Type Indicator mentees, 35
mentor role, project manager, 8, 25, 33–36
motivation
applying force-field analysis, 78–79
checklist, 81–82
creating empowered teams, 77–78
global trends, 63–64
mistakes, 79–81
using career stages, 66–68
using career values, 68–72
using personality style, 64–66
using situational considerations, 72–77
Myers-Briggs Type Indicator (MBTI). See also interpersonal communication skills extravert or introvert, 43–44
extraverted team member, communicating with, 46
feeling team member, communicating with, 49
importance of, 43
introverted team member, communicating with, 46–47
judging or perceiving, 44–45
judging team member, communicating with, 50
perceiving team member, communicating with, 50–51
sensing or intuition, 44
sensing team member, communicating with, 47–48
sources of motivation, 64–66
thinking or feeling, 44
thinking team member, communicating with, 48–49
tips for communicating, 45–46
N
narcissistic leaders, 117
negotiation skills, 1
O
objectification, 59–61
organizational change agents, 2
organizational congruence, lack of, 114–116
organizational transformation, 15
overcontrol, 120–121
overly feeling project manager, 121–122
P
people skills training, lack of, 2
people-issues audit, 7
perceiving individual differences, 4
perceiving team member, communicating with, 50–51
perfectionism and time urgency, 119
performance improvement project manager, 154–156
team members, 156–158
personal belief system, 3
personal improvement plan, 154–156
personal styles, 4–5
personality traits, of project manager, 118–124
personality-based conflicts, 100–101
PMBOK® Guide. See A Guide to the Project Management Body of Knowledge
PMI®. See Project Management Institute
PMO. See Project Management Office
positive psychology, 125–126
project execution phase, 92
project initiation phase, 90–91
Project Management Institute (PMI®), 9, 153
Project Management Office (PMO), 117
Project Management Professional Certification Program, 153
project manager
four key roles of, 19–20, 25–26
functional manager, compared to, 20–25
human resources, consistency of, 22–24
leader role, 25–28
motivation, sources of leverage for, 24–25
organizational structure, clarity of, 20–22
project planning phase, 91
project ramp up and ramp down, 112–114
project recovery manager
active communication skills, 148
customer service skills, 147–148
interpersonal skills, 147
leadership skills, 146
reviewing progress, 145
when to use, 144–145
project recovery plan assessing team effectiveness and performance, 143–144
controlling specifications and alternatives, 143
executing specific actions or alternatives, 142
identifying actions or alternatives, 142
importance of, 6
monitoring, 143
when to use, 140–142
project team, impact of critical incidents upon, 136–138
project-based organizations, 9–10
projection, 58
pure challenge anchor, 71–72
R
reasons for conflict, 85
retention, employee, 15
role rigidity, 90
runaway personal myths and beliefs, 122–124
S
security and stability anchor, 70
self-actualization, Maslow’s hierarchy of needs, 76–77
self-knowledge, importance of, 107
self-talk, 87–88
sensing team member, communicating with, 47–48
service anchor, 71
social schema, 3
solving singular problems, 111–112
somatic problems, 134
sources of stress, 107–108
stress debriefing, 138–140
stress management crafting cognitive-behavioral strategies, 127–128
developing resilience, 126–127
disengaged leaders, 118
dysfunctional leadership at senior management levels, 116–117
dysfunctional organizations, 114–118
flow activities, 128
inherent sources of stress, 107–108
intrinsic stress of being a leader, 108–110
maladaptive and adaptive coping, 124–125
matrix management, 110–111
narcissistic leaders, 117
organizational congruence, lack of, 114–116
overcontrol, 120–121
overly feeling project manager, 121–122
perfectionism and time urgency, 119
positive psychology, 125–126
project manager’s personality traits, 118–124
project ramp-up and ramp-down, 112–114
runaway personal myths and beliefs, 122–124
self-knowledge, importance of, 107
solving singular problems, 111–112
treatment of people as objects, 116
using expressive tools, 128–130
stress management techniques, 9
substance abuse, 134
surviving employees, motivating, 11
sympathetic nervous system, 89
T
technical-functional anchor, 69
thinking out loud, 46
thinking team member, communicating with, 48–49
Thomas-Kilmann Conflict Mode Instrument (TKI)
accommodating, 95–96
avoiding, 95
collaborating, 96–97
competing, 94
compromising, 97–98
importance of, 93–94
traumatic events. See critical incidents treatment of people as objects, 116
Type-A personality, 119
union activity, 15
using expressive tools, 128–130
V
victim, of critical incident, 133–135
violence in the workplace, 15
vision, articulating to stake holders, 14