Table of Contents
David I. Cleland, PhD
Kenneth H. Rose, PMP
Chapter 1: The Importance of People Skills in Project Management
Projects: Technical Problems with Human Dimensions
Why Are People Skills So Important?
Cyclical and Stage Nature of Projects
Trend in Organizations to Become More Project-Based
Increase in Project Complexity
Continual Downsizing and Outsourcing
Movement Toward Customer-Driven Projects
Leading in a Matrix Management Structure
Increase of Virtual Teams and a Distributed Workplace
Role of Project Managers as Change Agents
Use of People Skills for Risk Management
What Can a Project Manager Do to Improve Key Project Skills?
Chapter 2: Project Manager: Leader, Manager, Facilitator, Mentor
Project Manager Versus Functional Manager
Clarity of Organizational Structure
Consistency of Human Resources
Sources of Leverage for Motivation
The Four Leadership Roles of the Project Manager
Project Manager as “Facilitator”
Chapter 3: Interpersonal Communication Tools for the Project Manager
Developing Concrete Communication Skills
Identifying and Appreciating Individual Differences: The MBTI Approach
Communication Tips: Using the MBTI to Deliver Your Message
Communicating with the Extraverted Team Member
Communicating with the Introverted Team Member
Communicating with the Sensing Team Member
Communicating with the Intuitive Team Member
Communicating with the Thinking Team Member
Communicating with the Feeling Team Member
Communicating with the Judging Team Member
Communicating with the Perceiving Team Member
Paying Attention to the Tone and Texture of Communication
Being “Present” During the Discussion
Listening to the “Music Behind the Words”
Considering the Alliance and the Context
Keeping the Communication Reciprocal
Being Aware of the Content and the Process
Recognizing Communication “Stoppers”
Chapter 4: The Art of Motivation
Global Trends That Affect Motivation
Strategies for Motivating Team Members
Motivating Using Personal Style
Motivating Using Career Stages
Motivating Using Career Values
Motivating Using Situational Considerations
Systemic Approaches to Motivating the Team
Motivational Checklist for the Project Manager
Chapter 5: Managing Project Conflict
The Personal Experience of Conflict: Body and Mind
When Conflict Is Not Addressed
Thomas-Kilmann Model of Conflict Resolution
Managing Agreement: As Important As Managing Conflict
Chapter 6: Stress Management for the Project Manager
Inherent Sources of Stress in Project Management
Intrinsic Stress of Being a Leader
Project Management Stress Caused by Dysfunctional Organizations
Lack of Organizational Congruence
Treatment of People As Objects
Dysfunctional Leadership at Senior Management Levels
Stress Caused by the Project Manager’s
Personal Traits Perfectionism and Time Urgency
The Overly “Feeling” Project Manager
Runaway Personal Myths and Beliefs
Adapting to Stress: Maladaptive and Adaptive Coping
Crafting Cognitive-Behavioral Strategies
Finding “Flow” Activities in Your Life
Chapter 7: Critical Incidents: When Traumatic Events Strike the Project Team
How Can the Project Manager Help?
Critical Incident Stress Debriefing
Beginning the Debriefing Meeting
Letting Members Tell Their Stories
When All Else Fails: The Project Recovery Plan
Specific Steps to Project Recovery
Assessing Team Effectiveness and Performance
Is a Project Recovery Manager Needed?
Need to Review Progress and Actively Communicate
Personal Qualities of the Effective Project Recovery Manager
Project Failure and Project Closure
Critical Incident Checklist for the Project Manager
Chapter 8: Future Issues, Career Management, and Thoughts on People Issues
Future Issues and Challenges in Project Management
Improving Your Performance as a Project Manager
Crafting a Personal Improvement Plan
Improving the Performance of Team Members
Create a Team Culture of Success
Career Management for the Project Manager
Rule #1: Actively Consider What You Want to Do
Rule #2: Network, Network, Network!
Rule #3: The Higher You Go, the More It Becomes a Matter of Chemistry
Rule #4: Keep Your Resumé Current and Active
Rule #5: Put Your Personal References in Order
Rule #6: Create Your Two-Minute Introduction
Change Is Taking Place, but Do Not Forget the Constants