Index
A
active listening, 108–110
adaptability, in virtual environments, 59–60
adjourning stage, project life cycle, 10–11
aesthetic needs, 87
agreements, managing, 230–231
alliances, 123–125
autonomy and independence anchor, motivation, 82
B
belonging and affiliation needs, 86
business development, 21–22
C
CAPM. See certified associate in project management
career management
chemistry, 262–264
determining what you want to do, 260–261
entrepreneurial careers, 266–267
importance of, 260
networking, 261–262
personal references, 264–265
résumé, 264
two-minute introduction, 265–266
career stages, 78–80
career values, 80–81
CEO. See Chief Executive Officer
certified associate in project management (CAPM), 86
change, 170–171, 197
checklists
conflict, 228–230
decision-making, 171–172
motivation, 99
Chief Executive Officer (CEO), 20
chief information officer (CIO), 159
CISD. See critical incident stress debriefing
closing phase, 218–219
coercive power, 161
collaboration, 58, 227
collaborative leadership, 59
communicative detachment, 209
community of practice (CoP), 105
competitive conflicts, 209
complexity, project and program, 14–15
compromise, 223–224
conflict
checklist, 228–230
closing phase, 218–219
collaborating, 227
communicative detachment, 209
competitive, 209
compromising, 223–224
disruptive, 209
executing phase, 217–218
factionism, 209
forcing or competing, 221–222
functional, 209
individual sources, 210
initiating phase, 215–216
planning phase, 216–217
portfolio management, 212–213
problem-solving or confronting, 224–226
program and project teams, 210–212
project life cycle, 213–215
relational, 209
resolution, 207–209, 227–228
selective detachment, 209
smoothing or accommodating, 220–221
Thomas-Kilmann Conflict Mode
Instrument, 219–220
withdrawing or avoiding, 222–223
conflict phase, decision-making, 156–157
context, interpersonal communication, 123–125
critical incident stress debriefing (CISD), 241–243
cross-cultural influences, 76–77
customers, 146
D
decision-making
accepting change, 170–171
checklist, 171–172
coercive power, 161
communicating, 169
conflict phase, 156–157
documenting, 169
emergence phase, 157
escalating, 169
evaluation of outcome and process, 154
expert power, 163
ideas to action, 153
legitimate power, 161–162
orientation phase, 156
power bases, 159–160
power sources, 164–167
problem definition, 153
problem solution generation, 153
process, 158–159
referent power, 162–163
reinforcement phase, 157
responsibility, 167–168
reward power, 160–161
solution action planning, 153
solution evaluation, 154
styles, 153
team cohesiveness, 154–156
time, 168–169
types, 154
virtual teams, 157–158
denial, interpersonal communication, 128–129
digital age, impact on people skills, 267
discussions, being present during, 121–122
displacement, 130–131
disruptive conflicts, 209
distributed approach to managing virtual teams, 55
distributed workspace, 17–19
documenting decisions, 169
downsizing, 15–16
dynamic team membership, 60
dysfunctional organizations, 197–199
E
emergence phase, decision-making, 157
empowered teams, creating, 91–95
enterprise program management office (EPMO), 40, 66
entrepreneurial careers, 266–267
entrepreneurial-creativity anchor, motivation, 82–83
EPMO. See enterprise program management office
escalating, decision-making, 169
esteem needs, motivation, 86
executive review board, 144
expert power, 163
external interpersonal communication, 104
external stakeholders, 141–142
F
facilitators, 43–45
factionism, 209
finance management, 147
force field analysis, 96–97
forcing approach, conflict, 221–222
formal interpersonal communication, 104–105
forming stage, project life cycle, 3–6
funding streams, 196–197
future trends, 253–255
G
general management anchor, motivation, 81
H
habits, 199–200
high-trust culture, 58
horizontal interpersonal communication, 105
I
“I” messages, 107–108
ideas to action, decision-making, 153
identifying stakeholders, 27–30, 136–137
increasing complexity, motivation, 76
individual differences in communications, 112–113
informal interpersonal communication, 104–105
information resource management. See knowledge management
initiating phase, conflict, 215–216
intellectual challenge needs, motivation, 87
interactive communications, 57–58
internal interpersonal communication, 104
interpersonal communication. See also
Myers-Briggs Type Indicator (MBTI)
alliance and context, 123–125
asking open-ended questions, 110–111
being present during discussions, 121–122
content and process, 127–128
denial, 128–129
developing skills, 107
displacement, 130–131
formal and informal, 104–105
importance of, 103–104
individual differences in communications, 112–113
internal and external, 104
listen to the music behind the words, 123
listening actively, 108–110
objectification, 131–133
official and unofficial, 105
projection, 129–130
reciprocal communications, 125–127
reframing the point, 112
sending “I” messages, 107–108
tone and texture, 121
tracking the message, 111
verbal and nonverbal, 105–106
vertical and horizontal, 105
virtual teams, 106–107
written and oral, 105
isolation, coming to grips with, 269–270
J
job safety needs, 86
job survival needs, 85
joint-venture approach to managing, 56
K
knowledge management (KM), 23–24
L
leaders, 36–40
leadership
clarifying organizational structure, 30–32
definition, 25
identifying stakeholders, 27–30
importance of, 26–27
leveraging motivation, 34–35
leveraging resources, 32–34
leadership roles
facilitator, 43–45
leader, 36–40
manager, 40–43
mentor, 45–48
overview, 35–36
legal management, 147
legitimate power, 161–162
life cycles
adjourning stage, 10–11
forming stage, 3–6
importance of, 3
norming stage, 9
performing stage, 9–10
Project Management Institute‧s five life cycle stages, 3–4
storming stage, 6–8
Tuckman team development model, 3–4
lifestyle anchor, motivation, 84
listening, active, 108–110
M
marketing management, 146–147
Maslow‧s hierarchy of needs, 85–88
matrix organizations, 16–17, 178–179
MBTI. See Myers-Briggs Type Indicator
McClelland‧s achievement, affiliation, and power theory, 88–91
mentors, 45–48
mistakes, 97–99
motivation
aesthetic needs, 87
applying force field analysis, 96–97
autonomy and independence anchor, 82
belonging and affiliation needs, 86
career stages, 78–80
career values, 80–81
checklist for managers, 99
creating empowered teams, 91–95
cross-cultural influences, 76–77
definition, 73
entrepreneurial-creativity anchor, 82–83
esteem needs, 86
general management anchor, 81
importance of, 73–74
increasing complexity, 76
intellectual challenge needs, 87
job safety needs, 86
job survival needs, 85
leveraging, 34–35
lifestyle anchor, 84
McClelland‧s achievement, affiliation, and power theory, 88–91
mistakes, 97–99
personal styles, 77–78
pure challenge anchor, 84
reductions in force, 74–75
security and stability anchor, 82
self-actualization needs, 88
service anchor, 83–84
situational considerations, 85
technical-functional anchor, 81
multicultural teams, 60–61
multitasking, 202–203
music behind the words, 123
Myers-Briggs Type Indicator (MBTI)
communication tips, 115
extroverted team members, 113–116
feeling team members, 114, 119
importance of, 77–78, 113
introverted team members, 113, 116–117
intuitive team members, 114, 117–118
judging team members, 114, 119–120
perceiving team members, 114, 120–121
sensing team members, 114, 117
thinking team members, 114, 118–119
N
needs pyramid, 85–88
networking, 261–262
nonverbal interpersonal communication, 105–106
norming stage, project life cycle, 9
O
objectification, 131–133
official interpersonal communication, 105
offshoring, 15–16
open-ended questions, 110–111
oral interpersonal communication, 105
organizational change, 19–20
organizational structure, 30–32
orientation phase, decision-making, 156
outsourcing, 15–16
overcontrol, 200–201
P
People Capability Maturity Model (P-CMM), 92
people issues, impact of, 1
perfectionism, 200
performing stage, project life cycle, 9–10
personal flexibility, 57
personal myths and beliefs, 201–202
personal power, 159–160
personal references, 264–265
personal styles, 77–78
personality traits, 199–200
PgMP. See program management professional planning phase, conflict, 216–217
PMI. See Project Management Institute
PMO. See program management office; project management office
PMP. See project management professional
portfolios
management, 145, 192–193, 212–213
review board, 144–145
stakeholders, 143–144
power
bases, 159–160
coercive, 161
expert, 163
legitimate, 161–162
McClelland‧s achievement, affiliation, and power theory, 88–91
personal, 159–160
referent, 162–163
reward, 160–161
sources, 164–167
problem definition, 153
problem solution generation, 153
problem-solving, 224–226
program management office (PMO), 76
program management professional (PgMP), 13, 86, 254
programs
benefits, 190–192
leaders, 189–190
stakeholders, 142–143
teams, 210–212, 239–241
project-based organizations
business development, 21–22
complexity, 14–15
distributed workspace, 17–19
downsizing, 15–16
impact, 12–13
knowledge management, 23–24
matrix structure, 16–17
offshoring, 15–16
organizational change, 19–20
outsourcing, 15–16
risk management, 20–21
stakeholders, 13–14
virtual teams, 17–19
Project Management Institute (PMI), 3
project management office (PMO), 20
project management professional (PMP), 86
projects
failure and closure, 249–250
leaders, 176–178
life cycle, 213–215
recovery manager, 246–249
teams, 210–212, 238–239
pure approach to managing virtual teams, 56
pure challenge anchor, motivation, 84
R
RACI. See responsible, accountable, consult, inform chart
RAM. See resource assignment matrix
RBS. See resource breakdown structure
reciprocal communications, 125–127
recovery plans, 243–246
reductions in force, 74–75
referent power, 162–163
reframing, 112
reinforcement phase, decision-making, 157
relational conflict, 209
relationships, building, 148
resistance, 96–97
resolution, conflict, 227–228
resource assignment matrix (RAM), 62
resource breakdown structure (RBS), 157, 187
responsibility, 62
responsible, accountable, consult, inform (RACI) chart, 40, 157, 187
résumé, 264
reward power, 160–161
risk management, 20–21
role, definition, 62
S
security and stability anchor, 82
selection process, stress management, 194
selective detachment, 209
self-actualization needs, motivation, 88
sending “I” messages, 107–108
service anchor, motivation, 83–84
singular problems, 179–180
situational considerations, 85
solution action planning, 153
solution evaluation, 154
sponsors, 145
stakeholder matrix, 29
stakeholders
building relationships, 148
communicating with, 137–140
customers, 146
executive review board, 144
explaining decisions, 149–150
external, 141–142
finance management, 147
identifying, 27–30, 136–137
importance of, 13–14, 135–136
key portfolio, 143–144
key program, 142–143
legal management, 147
marketing management, 146–147
portfolio managers, 145
portfolio review board, 144–145
program and project managers and team members, 146
sponsors, 145
stress management, 188–189
uniting the team, 148–149
storming stage, project life cycle, 6–8
stress management
changing environment, 197
dysfunctional organizations, 197–199
excessive multitasking, 202–203
importance of, 175–176
matrix organizations, 178–179
measuring value, 195–196
multiple funding streams, 196–197
optimizing portfolio, 194–195
overcontrol, 200–201
perfectionism, 200
personality traits and habits, 199–200
portfolio management, 192–193
program leaders, 189–190
project leaders, 176–178
ramping up and down, 180–182
runaway personal myths and beliefs, 201–202
selection process, 194
singular problems, 179–180
stakeholders, working with numerous, 188–189
tips, 203–204
transitioning program benefits, 190–192
virtual teams, 183
workload, 183–188
swift trust, 58
T
team-building. See also virtual environment; virtual teams
approaches, 53
clarifying roles and responsibilities, 62
decision-making, 66–67
definition, 52
establishing vision, 63
implementing collaborative leadership, 64–65
importance of, 51–52
people issues audit, 67–68
reward and recognition system, 65–66
setting stage for success, 63–64
stress management techniques, 67
understanding priorities, 63
teams
cohesiveness, 154–156
membership, 60
performance, 259
uniting, 148–149
values, 58
technical-functional anchor, motivation, 81
texture, interpersonal communication, 121
Thomas-Kilmann Conflict Mode Instrument, 219–220
tone, interpersonal communication, 121
traumatic events
critical incident stress debriefing, 241–243
helping victims, 237–238
impact on program team, 239–241
impact on project team, 238–239
impact on victim, 236–237
importance of, 235–236
project failure and closure, 249–250
project recovery manager, 246–249
recovery plan, 243–246
tips for project manager, 250
two-minute introduction, 265–266
U
uniting teams, 148–149
unknown conflicts, 61–62
V
value, measuring, 195–196
verbal interpersonal communication, 105–106
vertical interpersonal communication, 105
victims, traumatic events, 236–238
virtual environment
adaptability, 59–60
collaborative leadership, 59
collaborative tools and techniques, 58
defined team values, 58
dynamic team membership, 60
high-trust culture, 58
interactive communications, 57–58
learning to work together, 60
multicultural teams, 60–61
personal flexibility, 57
required knowledge, skills, and competencies, 61
team-building, 56–57
unknown conflict, 61–62
visibility, 61
virtual teams
benefits, 53–54
building, 52–53
challenges, 54–55
decision-making, 157–158
distributed approach to managing, 55
importance of, 17–19
interpersonal communication, 106–107
joint-venture approach to managing, 56
pure approach to managing, 56
stress management, 183
W
work breakdown structure (WBS), 62, 156, 187
working together, virtual environment, 60
workload, 183–188
written interpersonal communication, 105