INDEX
The index that appeared in the print version of this title was intentionally removed from the eBook. Please use the search function on your eReading device for terms of interest. For your reference, the terms that appear in the print index are listed below
acquaintance stakeholders
acronyms, use of
action-orientation, in decision making
action-oriented listening
alerting sponsors to information
allegiance, sense of
alliances, political
assertiveness
assumptions
about delivering project
about scope of project
addressed in Charter
culture-based
made by operations
recognizing
attitude
and alerting sponsors to information
in dealing with resistance
definition of
in gaining credibility
signs of negative change in
authority
to approve scope changes
of communications
in delivering training
influencing others through
in resolving competing initiatives
awareness, situational
Barker, Larry
barriers to communication
beliefs
benefit analysis
Bierck, Richard, on appropriateness
Big Picture/Small Picture strategy
blockers, people who are
breakfast meetings
budget reductions
Buffett, Warren, on rules in business
Business Case
business goals/objectives
business needs, projects addressing
business practices, see poor business practices
business risks
Case for Change
cathartic communications
champion, see also project champion
change management plan
changes
Case for
estimating magnitude of
potential, in the course of projects
resistance to
in scope of project
Charter
communication model
communication plan
building
in competing with other initiatives
Working Committee in
communication(s)
to address operations assumptions
basics for
in building relationship and trust
common elements for
conflict and
of decision options
emotional skills in
encoding and decoding
establishing channels of
focus in
of good and bad news
hierarchy of
listening styles in
mixing media for
as most crucial success factor
with operations
perception in
in presentations
of problems and issues
purposes of
remembering
of scope change requests
sensitivity analysis for
to stay in touch with sponsor
and Working Committee
company politics
affecting sponsors
and building blocks of trust
and centrality of business goals
and emphasis on solutions
in informing management team of project status
negative aspects of
and resolving competing initiatives
and sponsor’s top cover
and trusted advisor concept
competition with other initiatives
addressing conflicts created by
situational awareness of
competitors
confidence
conflict(s)
and communication
with competing initiatives
dealing with
dimensions and behaviors of
emotional skills for handling
reasons for
consensus building
constraints
content-orientation, in decision making
content-oriented listening
contracts, questions not answered by
Contrast/Compare strategy
corrective action
credibility
cross-cultural projects, see multinational, cross-cultural projects
cross-functional issues
building consensus on
escalation process for
handling questions about
presenting information on
stakeholder perspectives on
time sensitivity of
cultural norms
customers
daily operational performance
decision making
different orientations in
gatekeepers for
level of fear in
RAPID method for
time-sensitive
within Working Committee
decision matrix
decision support
benefit analysis for
and connection to end results of project
and gatekeepers for decisions
presenting options in
purpose statement for
recommending best balanced choice in
reviewing options in
risks analysis for
decision support package (DSP)
deliverables, see project deliverables
deputies of executives
detail, desired level of
direct questions
DSP (decision support package)
e-mails
emotional skills
empathy
engagement
engagement plan
English language
escalation process
executive leadership
choosing project champion from among
importance of
level of involvement of
traditional project roles of
workstreams managed by
see also sponsors
experience
expertise
experts
fear management
fishbone diagram
Forbes
formal discussions
framing bad news
France
friend stakeholders
future performance
games, political
gatekeepers
gossip
governance structure
handouts, with presentations
hidden agendas
holidays, differences in
Holtz, Lou, on attitude
human resources
impact analysis
informal discussions
information
different ways of processing
presented to sponsors
sponsor’s approach to
strategies for organizing
informational communications
initiative fatigue
integrity
interest, of stakeholders
intimacy
jargon use
Kerzner, Harold
language
leadership, see executive leadership
leadership plan
listening
listening styles
action-oriented
and basics for communication
content-oriented
and desire for details
and formal vs. informal discussions
and jargons/acronyms
of others, identifying
people-oriented
time-oriented
logic questions
management, dealing with levels of
management team, communicating project status to
managing executives
manipulation, political
measures of success
media, mixing
me questions
middle management
midlevel managers
Minard, Joseph
Most Critical to Least Critical strategy
multinational, cross-cultural projects
English as common language for
human resources considerations with
power base in
sensitivities to be considered in
use of jargon and acronyms in
workweek/holidays differences in
Napoleon
new products/services
Norway
open-mindedness
operational priorities
operational risks
communicating with
dangerous assumptions made by
gaining support of
providing training for
time-sensitive decisions needed from
organizational risks
organization (org) chart
Ortiz, Lorelei, on conflict
outcomes, sponsor’s approach to
paraphrasing
people-orientation, in decision making
people-oriented listening
perception
and Case for Change
as influence on users of deliverables
in informing management team of project status
of sponsors vs. project managers
of stability and control within project
performance
daily
future, planning for
performance evaluation
personal integrity
persuasion
persuasive communications
phatic communication
Pinto, Jeffery K.
PMBOK (Project Management Book of Knowledge)
PMI, see Project Management Institute
politics, see company politics
poor business practices
affecting scope of project
agreement on handling
uncovered in system projects
power base
in communications
in multinational, cross-cultural projects
power of stakeholders
preparing sponsors for project
presentations
of cross-functional issues
format for
preparing for
purposes of
to sponsors
to stakeholders
strategy for
PricewaterhouseCoopers
problems creating need for project context of
and desired outcome of project
frequency of
other options considered for
questions for sponsor about
and sponsors’ role/responsibilities
sponsor’s view of
Problem/Solution strategy
problems with projects
building consensus in dealing with
choosing best solution to
determining corrective action
emphasizing solutions to
escalation process for
finding common definitions for
root cause analysis of
project champion
choosing
developing relationship with
importance of
operations assumptions corrected by
as Working Committee chair
project deliverables
accountability for using
asking questions about
biggest potential obstacle to
and change in way people work
influences on users of
operational risks with
persuading operations to accept
preparing operations group for receiving
recognizing complexities of
Project Management Book of Knowledge (PMBOK)
Project Management Institute (PMI)
project managers
of competing initiatives
disconnects between sponsors and
languages and approaches of sponsors vs.
management approach of
Pulse of the Profession In-Depth Report (PMI)
purpose of communications
purpose statement
questions
about cross-functional issues
about new products/services
for sponsor to answer
types of
RAPID decision-making model
readers, secondary
relationships
influencing others through
with project champion
with project managers of competing initiatives
with sponsor
reliability
resistance to change
responsibility
risk analysis
risk management
of business risks
crafting/presenting message concerning
and fear management
and sponsor’s risk tolerance
and Working Committee
risks
business
categories of
in communicating with operations
in informing management team of project status
with multiple languages
of not having key people involved
types of
risk tolerance
root cause analysis
rumors
scope of project
assumptions in
and budget reductions
collaborating with sponsor on
defining
managing changes in
and out-of-scope business practices
secondary readers
sensitivities
in building communication plan
in communication
in multinational, cross-cultural projects
sensitivity analysis
situational awareness
sleeping giant stakeholders
sponsors
addressing scope of project with
alerts to
breakfast meetings with
building relationship and trust with
collaborating on Charter with
collaborating on measures of success with
collaborating on scope of project with
communicating problems and issues to
communicating with operations using
in communication planning
creating communications with
credibility of
decision support for
definition of
disconnects between project managers and
in gaining support from operations
getting inside head of
in getting Working Committee members
help with cross-functional issues from
languages and approaches of project managers vs.
operations assumptions corrected by
political arena of
presenting information to
problems impacting role/responsibilities of
questions needing answers from
reviewing stakeholder analysis with
risk tolerance of
role preparation for
staying in touch with
top cover from
stakeholder analysis
classifying stakeholders in
impact analysis in
level of support/interest in
responsibilities and span of control in
stakeholders
cross-functional issue perspectives of
establishing communication channels to
identifying
persuading
presentations to
problem definitions by
types of
Staubach, Roger, on preparation
Steering Committee
strategic perspective
success
communication crucial to
defining measures of
summary questions
support
from operations
from stakeholders
Swindoll, Charles R., on attitude
technical expertise
technical risks
time bomb stakeholders
timeline of problem events
time-oriented listening
time-sensitive decisions
top cover
Towers Watson
training
content delivery for
content development for
for operations
scope of
triple constraint
trust
building blocks of
in project champion
relationship with sponsor based on
trusted advisor
U.S. Navy Air Warfare Center Training Systems Division
Watson, Kittie
Working Committee
basic mandate for
and communications
on cross-functional problems
deputies of executives on
developing a
in mitigating political risks to sponsor
and politics
project champion as chair of
and risk management
working groups as subsets of
working group vs.
working groups
for cross-functional problems
as subsets of Working Committees
Working Committees vs.
workweek differences