Project Management Leadership: Building Creative Teams is a comprehensive guide to the human side of project management. It addresses the key leadership skills and managerial styles needed to effectively manage a project team, encompassing a number of key
Project Management Leadership is a comprehensive guide to the human factors involved in Project Management, in particular the leadership skills required to ensure successful implementation of current best practice. It provides the latest insights on team building, motivation, collaboration, and networking skills, and the way these can be harnessed to manage a successful project. Exercises and worked examples are provided throughout.
An easy to implement, practical, and proven risk management methodology for project managers and decision makers Drawing from the author's work with several major and mega capital projects for Royal Dutch Shell, TransCanada Pipelines, TransAlta, Access Pipeline, MEG Energy, and SNC-Lavalin, Project Risk Management: Essential Methods for Project Teams and Decision Makers reveals how to implement a consistent application of risk methods, including probabilistic methods. It is based on proven training materials, models, and tools developed by the author to make risk management plans accessible and easily implemented. Written by an experienced risk management professional Reveals essential risk management methods for project teams and decision makers Packed with training materials, models, and tools for project management professionals Risk Management has been identified as one of the nine content areas for Project Management Professional (PMP®) certification. Yet, it remains an area that can get bogged down in the real world of project management. Practical and clearly written, Project Risk Management: Essential Methods for Project Teams and Decision Makers equips project managers and decision makers with a practical understanding of the basics of risk management as they apply to project management. (PMP and Project Management Professional are registered marks of the Project Management Institute, Inc.)
This book reports on research done into school management teams understanding and implementation of collaborative leadership. Although the Task team on Leadership and Development (DoE, 1996) introduced the notion of shared (collaborative) leadership as embodied among others in school management teams, considerable doubt remains about its practical implementation. It seems that there may be widespread failure to implement the idea of collaborative (shared) leadership. The problem this book explored was whether in the opinion of school management team members, the traditional approach to leadership has changed. The general aim of this book was to investigate school management teams understanding and implementation of collaborative leadership in primary schools in the Gauteng Tshwane South District. In this book I discuss important issues relating to collaborative leadership. The findings reveal that school management teams indeed implemented collaborative leadership in their schools, but also that collaborative leadership is much more than just working together.
Projects are temporary organizations and a lack of effective project leadership has been cited as a major cause of costly project failure, overriding most organizational factors. In the rapidly globalizing 21st century, the challenge of project leadership is compounded further by cross-cultural factors as projects around the world are being increasingly peppered with multi-ethnic participants. The overarching question underpinning this study is: What are the key behavioral characteristics for effective transcultural project leadership of projects composed of multi-ethnic teams? This novel global research of successful international project managers, program managers, consultants, and team members examines the confluence of organizational leadership, cross-cultural management, project management, and team dynamics to identify behavioral patterns likely to result in effective transcultural project leadership. For project managers, program managers, and other project practitioners—as well as international managers across various industries—this study yields ‘best practice’ guidelines for successful project leadership, training, and evaluation in transcultural project environments.
PROJECT LEADERSHIP: Project Management is the number one career choice for the 21st century ..................Fortune Magazine. In this turbulent business world there is a need for effective Project Leaders and Project Managers who are able to think, see, plan and create something that does not yet exist, not just manage what already exists. This is the essence of effective Project Leadership. This book demonstrates how PROJECT LEADERSHIP skills and competencies can be applied to achieve world-class performance in projects (Engineering, Building, IT, Health, Finance, Telecoms, Banking, Packaging, e.t.c). Project Leaders are encouraged to embrace Project Leadership strategies that would assist their project organisations to have a significant competitive advantage.
This book is a must-read for anyone responsible for projects and initiatives that span functional and geographical divides. Authors Moran and Youngdahl bring extensive experience and learning from industry practice to present a clear and straightforward treatment of the leadership skills and knowledge required to lead projects that are global in nature. They have written the first book of its kind to address the three essential skills of global project leaders - strategic project management, project leadership, and cross-cultural leadership. The authors argue that global project leadership is an essential skill in our project-based world and that we are all either intentional or accidental project leaders. Intentional project leaders pursue formal project management education and even certification whereas accidental project leaders find themselves leading global project and initiatives as a result of a special assignment or promotion. Moran and Youndahl have found that the vast majority of global projects leaders fall into the accidental category and have written the book to be accessible to those who have not necessarily pursued formal project management education. Experienced intentional project managers can skip the single chapter on project management fundamentals to move to the more advanced chapters addressing topics such as influencing without formal authority across functional and geographical boundaries and leading global projects at the edge of crisis. The only book that combines themes of strategic project management, project leadership and cross-cultural leadership Rich with examples and stories to illustrate key skills and knowledge required to lead global projects*Only book to focus on leadership and cross-cultural skills in global project management*Robert Moran is well-known author in these fields*Book is designed for easy use in executive education courses
This book presents techniques for effective and successful project management across all phases of the project, covering all of the management tools and leadership skills for any industrial project. It presents advanced modern tools for use by management and engineers in decision making, and it covers the gap between project management theories of the actual project. This volume is a «one-stop shop» for project and construction management of industrial projects, for engineers, managers, owners, and anyone else working on the project.
The theory, practice, and example projects of international project management A Singaporean corporation builds a manufacturing facility in Cambodia, with a Chinese partner, a Cambodian government agency, and value chain organizations in Germany, Morocco, Vietnam, and Brazil. A Russian charity operates in the Balkans and the Persian Gulf. Pharmaceuticals and food come from ten different countries, physicians are from the EU and Russia, and donations are from Central Asia and the subcontinent. A transnational organization markets through divisions in eighty-two countries. The products are designed in Italy, Sweden, and France, with customization done in each respective country. International projects involve a complex network of cultures, politics, laws, languages, and resources that goes beyond the traditional training and experience of most project managers. International Project Management examines the different dimensions and responsibilities of international projects, and outlines what a project manager must know to lead global projects successfully. It also provides guidelines and examples for the international project management processes. This book explores the professional best practices of international projects, emphasizing the importance of leadership skills and virtual teamwork to successfully navigate an international project. Along with discussions on the process groups, such as initiating, planning, execution, monitoring and controlling, and closing out, this reference is organized according to these knowledge areas: Introduction to international project management Integration management HR management (Diversity & Communications) Scope management Cost and progress management Risk management Time management Customer satisfaction (Quality) Procurement management CPE in the future Integrating the PMBOK® Guide—Fourth Edition, and the ICB, International Project Management provides international project managers, whether experienced or beginners, with the high cross-cultural intelligence, creative communication skills, ability to establish and maintain dependable project management processes, and compelling curiosity to manage international projects successfully. (PMBOK is a registered mark of the Project Management Institute, Inc.)
The keys to project management success delivered by one of the world's most respected experts in the field Why do some project managers achieve their project goals while others fail? Drawing on his years of experience as a recognized global expert on project management and organizational change, author Tres Roeder answers that question, and lays out a proven path to project success. Focusing on the major differences between project management and other types of management—not least of them being the temporary nature of projects versus the repetitive nature of most managerial tasks—Roeder describes best practices in all key areas of managing project stakeholders. A recognized global expert on project management provides the foundational elements required for project management success Contributes toward the fulfillment of the continuing education required every three years to maintain PMP® accreditation Uses real-world scenarios and relevant case studies to present project management concepts to beginning and intermediate PMP®s Contains chapters on Leadership, Buy In, and Negotiation for more advanced project managers (PMP and Project Management Professional are registered marks of the Project Management Institute, Inc.)
Senior executives and project managers from more than 50 world-class companies offer their best practices for successful project management implementation The first two editions of the bestselling Project Management Best Practices helped project managers navigate the increasingly complex task of working within global corporations employing distant and diverse work teams. This new Third Edition includes the same valuable wealth of proven best practices, while following up on case studies from previous editions and offering new case studies on project management practices at large and small companies. The Third Edition offers insight from project managers and executives at more than fifty global companies in all sectors of the market. These industry-leading professionals offer insight and best practices for: Project risk management Project management for multinational cultures and cultural failures Focusing on value, as well as cost and schedule Integrated and virtual project teams Covering the latest developments in the project management field, Project Management Best Practices, Third Edition offers a must-have window into the issues and solutions facing corporate managers, project and team managers, engineers, project team members, and business consultants in today's global market.
Whether working on an international project for a Fortune 500 company or organizing a family reunion, you need effective project management to ensure timely and efficient completion of projects. This helpful guide offers explanations of everything needed to get started in project management including: how to initiate a project and lead the project team, how to structure the project and plan for resources, how to monitor and track the plan, and how to close out the project. Packed with practical advice, this book includes tips to increase success, reveals common pitfalls to avoid, and presents case studies to show and why project management actually works. Paula Martin (Torrington, CT) is the CEO of Martin Tate, a management consulting and training company. She works with project teams to help them improve performance and has been a consultant on issues related to improving organization performance for over ten years. Karen Tate (Cincinnati, OH) is the President of MartinTate and is a Project Management Professional. She has over twenty years of project management experience and teaches project management to teams in organizations around the world.
Effective project management in building construction always related to three major items that is time implication, cost implication and quality of the building construction. This book identified four most important causes to the ineffectiveness of project management in building construction which are design error, construction error, client change requirement and other factor which are mostly related to authority change requirement and no risk management implication. To achieve an effective project management in building construction , for primary stage, there are four main reasons need to be solved and PDCA ( Plan-Do-Check-Act) method have been proposed to help solve three major process of building construction that is pre-construction period, construction period and post-construction period.