INDEX
A
A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 69–70
accountability, 189
achieving commitments, 155–156
action plan template, 115
aligning people, 2
aptitude, 50–51
asking questions, 151–152
assessing greenness, 125
attitude, 42, 46–50, 144–147
authentic leadership, 177–178
authority, 52–53
availability, 107
avoidant, conflict management, 34
B
BATNA. See best alternative to negotiated agreement
being considerate, 42
being direct, 43
best alternative to negotiated agreement (BATNA), 142
blue butterfly, 271–273
budgeting, 2
building your network, 62–63
C
change
control, 216–218
reasons for, 208
results of, 209
change management
case study, 218–224
compared to change control, 216–218
compared to project management, 233–234
definition, 208
explaining to others, 227–233
importance, 207–208
motivation, 210–211
process, 212–216
project team adaptability, 224–226
readiness, 211
reasons for change, 208
resistance, 209
results of change, 209
chaos, managing, 103–104
chaos theory, 104–105
charisma, 10–12
closing, 87–89
commitment, 107
communication, 33, 44, 60–62
competence, 92–93, 164–165
competition, 246–247
compromise, 35
conflict management
accountability, 189
difficult people, 183–185
humor, 34–35
importance, 183
opinions about, 185–188
personal skills, 44
project leader role, 188
project manager role, 188–189
reframing, 190–191
sources of conflict, 183
confrontation, 34
consistency, 52, 107
control, 2, 81–82, 141
conversations, productive, 147–148
counseling skills, 43
courage, 21–23, 85–86
credibility, 164–165
critical success factors, 113
culture, 98–100, 111, 120–122, 183
current state, 106
customer
concerns, 240–243
escalation, 245–246
orientation, 239
types, 239–240
cynicism, 11
D
dealing with individuals, 43–44
dealing with teams, 44
decision-making, 35, 51–52
delegation, 6–7, 44
desired project attitude, 48
developing your potential, 64–67
development stages, teams, 44
difficult people, 183–185
drivers, force field analysis, 106
due diligence, 156
E
EASI. See Environmental Assessment Survey Instrument
effective leaders, qualities, 16–20
emotions, 5
empathic project management, 12–13
energy, managing, 6
enthusiasm, 14–16, 107
environment skills
force field analysis, 105–107
implementing chaos theory in project-based organizations, 104–105
importance, 95–96
managing chaos with purpose, 103–104
multicultural teams, 97–98
project culture, 98–100
social responsibility, 100–102
environmental assessment process case study
action planning, 114–116
assessments, 108–109
background, 107–108
critical success factors, 113
follow-up and implementation, 111–113
results and lessons learned, 113–114
results and recommendations, 109–111
sample action plan template, 115
schedule of activities, 112
Environmental Assessment Survey Instrument (EASI), 108–110
excellence, 90–92
exchanging references, 60
executing projects, 75–78
executive summary, proposal preparation, 201
executives, managing, 9–10
expectations, 42, 183
F
focus, 107
follow-up, environmental assessment process, 111–113
following up, 62
force field analysis
drivers and restrainers, 106
exercise, 105
states and forces, 106–107
forcing, conflict management, 35
G
gaining commitment, 199
goals, 183
greenvenience, 126
A Guide to the Project Management Body of Knowledge (PMBOK Guide), 69–70
guiding coalitions, 161–162
H
hard, negotiation style, 141
humor
communication, 33
conflict management, 34–35
decision-making, 35
effects on hard skills, 36–37
effects on project management, 29–33
effects on soft skills, 33
importance, 27–29
leadership, 34
motivation, 35–36
negotiation, 36
perspective, 39–40
problem solving, 35
research on, 37–38
stress management, 35
team management, 33–34
thinking differently, 38–39
I
ideal state, 106
implementation, environmental assessment process, 111–113
influence
elements of map, 54–55
key points, 55
mapping, 53–54
passion, 56–57
patience, 56–57
persistence, 56–57
tools of persuasion, 52–53
influencing, 2
initiating projects, 70–71
innovation management, 78–80
insecurity, 11
inspiring, 2
integrating new people, 44
integrity crimes, 176–177
interventions, planning, 44
J
joint ownership, 44
L
leadership, 34
leading
by example, 7–9
versus managing, 2–3
yourself, 4–6
legitimacy, 161
lessons learned, 113–114
life cycle, negotiations, 143
liking, persuasion tool, 52–53
listening, 20–21, 43, 240
looping behaviors, 175–177
M
management component, proposal preparation, 201–202
management support, 110
managing by example, 42
managing from the heart, 44–46
managing sponsors, 122–123
mapping influence, 53–54
market and customer knowledge
challenges, 243–245
competition, 246–247
customer concerns, 240–243
customer escalation, 245–246
customer orientation, 239
customer types, 239–240
importance, 235–237
listening, 240
market forces, 247–248
organizational ethics, 252–256
products and services, 238–239
servant leadership, 248–251
trends, 237–238
value proposition, 252
market forces, 247–248
modern management practice, 127–128
monitoring, project management, 81–82
moodiness, 11
motivation, 35–36, 42–43, 210–211
multicultural teams, 97–98
N
needs, as source of conflict, 183
negotiation
achieving commitments, 155–156
asking questions, 151–152
attitudes, 144–147
beginning points, 154–155
benefits, 140
dealing with individuals, 44
definition, 141
digging deeper, 152–154
due diligence, 156
end points, 154–155
good outcomes, 157
importance, 138–139
life cycle, 143
preparation, 139
productive conversations, 147–148
project success, 140–141
with sponsor, 147
styles, 141–142
ten rules, 143
testimonials, 144–147
topics, 148–150
networking
benefits, 58
building your network, 62–63
communicating, 60–62
dealing with individuals, 43
exchanging references, 60
following up, 62
importance, 57–58
staying in touch, 62
taking action, 58–60
O
organization dynamics, 133–135
organizational ethics, 252–256
organizational learning, 110
organizational skills. See also project portfolio management
assessing greenness, 125
culture, 120–122
greenvenience, 126
importance, 118
managing sponsors, 122–123
organizational structure, 118–120
people, 120–122
toxic to green, 123–125
organizational support, 110
P
paradoxes, 86–87
passion, 56–57
patience, 56–57
PBO. See project-based organization people, dealing with, 120–122
perceptions, as source of conflict, 183
perfectionism, 11
persistence, 56–57
personal skills. See also influence; networking
aptitude, 50–51
attitude, 46–50
dealing with individuals, 43–44
dealing with teams, 44
decision-making, 51–52
developing your potential, 64–67
importance, 42
managing from the heart, 44–46
motivating, 42–43
perspective, 39–40
planning projects, 73–75
PMBOK® Guide. See A Guide to the Project Management Body of Knowledge
PMIS. See project management information system political jungle, 166–170
politics
acknowledging, 162–163
assessing environment, 163–164
authentic leadership, 177–178
competence, 164–165
credibility, 164–165
developing plan, 171
getting in driver’s seat, 172–174
guiding coalitions, 161–162
implementing plan, 171–175
importance, 160
integrity crimes, 176–177
laying foundation, 172
legitimacy, 161
looping behaviors, 175–177
political jungle, 166–170
relationship-building, 164–165
stakeholder behavior, 165–166
taking the lead, 174–175
vicious loops, 176
The Poo Code, 261–272
positive attitude, 42
power, using appropriately, 44
presentation skills, 199
pricing, proposal preparation, 201–202
pride, 11
principled, negotiation style, 141
priorities, managing, 6
problem solving, 35
problem to solve, proposal preparation, 202
productive conversations, 147–148
professional development, 24–25
project-based organization (PBO), 104–105, 110
project culture, 98–100
project goals, winning commitment to, 43
project leader role, conflict management, 188
project management
case study, 84–85
closing, 87–89
competence, 92–93
courage, 85–86
culture, 111
examples, 82–84
excellence, 90–92
executing projects, 75–78
initiating projects, 70–71
innovation management, 78–80
monitoring and controlling, 81–82
paradoxes, 86–87
planning projects, 73–75
project reviews, 89–90
responsibility, 92
storytelling, 86
value, 86
vision, 71–73
project management information system (PMIS), 110
project manager role, conflict management, 188–189
project manager teachability, 13–14
project office, 110
project portfolio management
importance, 126–127
modern management practice, 127–128
organization dynamics, 133–135
politics, 129
too many projects, 129–130, 129–133
project reviews, 89–90
project success, 3–4, 140–141
project team adaptability, 224–226
project team support, 110
proposal preparation
executive summary, 201
importance, 200
management component, 201–202
pricing, 201–202
problem to solve, 202
sales presentations, 203
sales process, 202–203
technical component, 201
Q
questioning skills, 196–197
R
rapport, 43
readiness, change management, 211
reciprocity, persuasion tool, 52
recommended reading, 259–261
reframing, 190–191
relationship-building, 164–165
relationships, 23, 44
resistance, change management, 209
resources, as source of conflict, 183
respect, 14–16, 42–43
responsibility, 92
restrainers, force field analysis, 106
results, 109–111, 113–114
S
sales presentations, 203
sales process, 202–203
sales skills
advantages, 197–198
benefits, 197–198
case study, 203–204
features, 197–198
gaining commitment, 199
importance, 193–195
objections, 198–199
planning, 195–196
presentation skills, 199
proposal preparation, 200–203
questioning skills, 196–197
scarcity, persuasion tool, 53
schedule of activities, environmental assessment process, 112
self-management, 4–6
servant leadership, 248–251
setting a direction, 2
smoothing, conflict management, 34
social responsibility, 100–102
social validation, persuasion tool, 52
soft, negotiation style, 141
sponsor, negotiating with, 147
sponsorship, 107
staffing, 2
stakeholder behavior, 165–166
states, force field analysis, 106–107
staying in touch, 62
storytelling, 86
strategic emphasis, 110
strengths, focusing on, 64–67
stress management, 35
T
taking action, 58–60
taking the lead, 174–175
team management, 33–34
team processes, 44
teams, 44
teamwork, 107
technical component, proposal preparation, 201
ten rules of negotiation, 143
thinking, 6, 38–39
time, managing, 5–6
tools of persuasion, 52–53
toxic environment, 123–125
trends, 237–238
trust, 43
V
value, 86, 252
values, as source of conflict, 183
vicious loops, 176
vision, 71–73, 107
W
worse state, 106