Contents
Projects: Technical Problems with Human Dimensions
The Importance of People Skills
The Program and Project Life Cycles
The Project-Based Organization
The Importance of Project and Program Stakeholders
Program and Project Complexity
Continual Downsizing, Outsourcing, and Offshoring
Virtual Teams and a Distributed Workplace
Continual Organizational Change and People Skills
People Skills and Risk Management
People Skills and Business Development
People Skills and Knowledge Management
The Importance of Leadership in Program and Project Management
Clarifying Organizational Structure
The Four Key Leadership Functions of Program and Project Managers
The Program or Project Manager as Leader
The Program or Project Manager as Manager
The Program or Project Manager as Facilitator
The Program or Project Manager as Mentor
Challenges Associated with Virtual Teams
Characteristics of the Virtual Environment
Greater Use of Collaborative Tools and Techniques
A High-Trust Culture with Defined Team Values
Less Time to Learn to Work Together Effectively
Less Visibility in the Organization
Required Knowledge, Skills, and Competencies
Clarifying Roles and Responsibilities
Understanding Priorities and Establishing the Vision
Implementing Collaborative Leadership
Using a Team-Based Reward and Recognition System
Involving the Team in Decision-Making
Using Stress-Management Techniques
Conducting a “People Issues” Audit
Strategies for Motivating Team Members
Motivating Using Personal Styles
Motivating Using Career Stages
Motivating Using Career Values
Motivating Using Situational Considerations
McClelland‧s Achievement, Affiliation, and Power Theory
Systemic Approaches to Motivating the Team
Motivational Checklist for the Program or Project Manager
4 Interpersonal Communication Tools
The Importance of Communications in Portfolio, program and Project Management
Communications on Virtual Teams
Developing Concrete Communication Skills
Identifying and Appreciating Individual Differences in Communications
Communication Tips: Using the MBTI Ideas to Deliver Your Message
Paying Attention to the Tone and Texture of Communications
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
5 Building and Managing Relationships with Stakeholders
Communicating with Stakeholders
Communicating with External Stakeholders
Communicating with Key Program Stakeholders
Communicating with Key Portfolio Stakeholders
Building Stakeholder Relationships
The Importance of Team Cohesiveness in Decision-Making
The Decision-Making Process on Virtual Teams
Creating and Implementing a Decision-Making Process
Communicating and Documenting the Decision
Making Decisions and Accepting Change
Inherent Sources of Stress in Project Management
Managing in a Matrix Organization
Ramping the Project Up and Down
Inherent Sources of Stress in Program Management
Managing Several Projects Plus Ongoing Work
Working with Numerous Internal and External Stakeholders
Transitioning Program Benefits
Inherent Sources of Stress in Portfolio Management
Monitoring and Measuring the Value of Portfolio Management
Working with Multiple Funding Streams
Assessing the Environment for Changes to the Portfolio
Stress Caused by Dysfunctional Organizations
Stress Caused by the Manager‧s Personal Traits and Habits
Perfectionism and Time Urgency
Runaway Personal Myths and Beliefs
Stress-Management Tips for the Portfolio, Program, or Project Manager
8 Resolving Conflict and Managing Agreement
Individual Sources of Conflict
Conflict on Program and Project Teams
Conflict in Portfolio Management
Conflict throughout the Project Life Cycle
The Thomas-Kilmann Model of Conflict Resolution
Problem-Solving or Confronting
Building a Culture of Conflict Resolution
9 Critical Incidents: Coping with Traumatic Events
Critical Incident Stress Debriefing
Beginning the Debriefing Meeting
Letting Team Members Tell Their Stories
Concluding the Debriefing Meeting
Taking Steps toward Project Recovery
Assessing Team Effectiveness and Performance
Project Failure and Project Closure
10 Future Issues, Career Management, and Thoughts on Interpersonal Issues
Future Issues and Challenges in Portfolio, Program, and Project Management
Improving Your Performance as a Portfolio, Program, or Project Manager
Creating a Personal Improvement Plan
Improving Team Members’ Performance
Creating a Team Culture of Success
Career Management for Project Professionals
Rule 1: Actively Consider What You Want to Do
Rule 2: Network, Network, Network!
Rule 3: The Higher You Go, the More Important Chemistry Becomes
Rule 4: Keep Your Résumé Current and Active
Rule 5: Put Your Personal References in Order
Rule 6: Create Your Two-Minute Introduction
Consider an Entrepreneurial Career
Interpersonal Issues in the Digital Age
Coming to Grips with Isolation
Managing Beginnings and Endings