Project management that works : real-world advice on communicating, problem solving, and everything else you need to know to get the job done / Rick A. Morris with Brette McWhorter Sember.
Record details
- ISBN: 9780814409886
- ISBN: 0814409881
- Physical Description: xx, 219 pages : illustrations ; 24 cm
- Publisher: New York : American Management Association, [2008]
- Copyright: ©2008
Content descriptions
- General Note:
- Includes index.
- Formatted Contents Note:
- Chapter 1 Understanding Yourself 1 -- DISC Profile 4 -- Fostering Communication 7 -- Responding to Types 7 -- Working Through Weakness 9 -- Chapter 2 Communicating on All Levels 11 -- Determining Sponsor Styles 12 -- Delivering Information 13 -- Crafting the Message 14 -- Team DISC Profiles 16 -- Adjusting the Message 17 -- Proper Communications Management 20 -- Communications Documents 21 -- Chapter 3 Be Trustworthy 27 -- Coping with Questions 28 -- Qualifying the Question 29 -- Don't Lie! 30 -- Dealing with Fear 31 -- Admitting You Are Wrong 32 -- How to Fix Things If you Haven't Told the Truth 36 -- Sometimes It Can't Be Fixed 37 -- Chapter 4 Turning Around Failing Projects 41 -- How to Spot a Project That Is on Its Way Down 42 -- Someone Isn't Being Heard 43 -- Watch the Ego 46 -- When It's Wrong, It's Wrong 47 -- Stopping a Project Before It Starts 48 -- "It Is What It Is" 51 -- How to Assess the Current Situation and Create an Action Plan That Works 54 -- Chapter 5 Defining the Word Done 57 -- Definition of Done in Project Management 57 -- Team Building with the Word Done 59 -- How Done Can Set Proper Expectations 60 -- Lack of Historical Information 61 -- Creating Lessons Learned 62 -- Chapter 6 Application of the Iron Triangle (Triple Constraint) 65 -- What Is the Iron Triangle? 65 -- Why the Triangle Works 66 -- How to Implement the Triangle 69 -- Use the Triangle for Discovery and Scoping 70 -- Why the Triangle Shouldn't Be Used for Project Success 72 -- Chapter 7 PERT Methodology in Project Planning 75 -- What Is PERT? 76 -- PERT for Time Estimation 78 -- How to Factor Risk into the Equation 79 -- Create a Work Breakdown Structure for PERT 80 -- Examples of PERT in Action 82 -- Chapter 8 Customer Focus Starts with Great Requirements 87 -- Characteristics of Good Requirements 88 -- Functional Requirements Versus Technical Requirements 90 -- Who Is the Real Customer? 92 -- Work Breakdown Structure Dictionary 93 -- Chapter 9 Do Not Sacrifice Your Team at Any Cost! 95 -- Importance of the Team Relationship 96 -- How to Build an Effective Team Relationship 96 -- Internal Team Satisfaction 99 -- Team Building and Conflict Resolution 100 -- 100 Percent/10 Percent Rule 101 -- How a Team Can Become Overburdened 103 -- Interacting with Requestors to Avoid Overburdening 105 -- Dealing with Mandated Dates 106 -- Chapter 10 Myths About Status Meetings 111 -- Understanding the Purpose of Meetings 112 -- Should There Be a Meeting? 113 -- Are Your Meetings Effective? 114 -- Setting Up a Successful Meeting 116 -- Important Rules for Meetings 118 -- How to Get a Meeting Back on Track 119 -- A Big Meeting Faux Pas and Myth 120 -- Team Morale Killer 121 -- How to Close a Meeting Successfully 121 -- Chapter 11 Patriots and Scuds 125 -- Dealing with Patriots and Scuds 125 -- Understand Your Own Missiles 127 -- Understanding Missiles 128 -- Using Patriots 128 -- Using Scuds 128 -- Missiles in Public 129 -- Missiles in Corporate Culture 130 -- Always Have an Escape Strategy 130 -- Chapter 12 A Real Risk Assessment 133 -- Why Risk Is Important 133 -- Risk Process 134 -- Why People Are Opposed to Risk Management 137 -- Dynamic Risk Assessment 138 -- Beginning of the Transformation 141 -- Evolution of the Risk Assessment 142 -- Final Product 145 -- Involving the Team 148 -- Chapter 13 How to Put Risk in a Project Plan 151 -- Thirteenth Floor Principle 152 -- Parkinson's Law 153 -- Murphy's Law 154 -- Putting Risk in a Project Plan 155 -- Presenting Risk to the Sponsor 160 -- Presenting Risk to the Team 161 -- Using Risk 161 -- Chapter 14 Data Rules All! 165 -- Collecting Data 166 -- Mining Data from Lessons Learned 170 -- Making Emotional Conversations Unemotional 171 -- "Drop Everything" Does Not Mean Drop Everything! 174 -- Using Data in Conflict Situations 175 -- Countering Data That Is Harmful to the Project 181 -- Chapter 15 Project Manager: The Strategic Resource 183 -- Needing the Data 184 -- Strategic Positioning of Project Management 185 -- What CIOs Need to Know 186 -- What PMs Need to Provide 187 -- Software Assistance with Governance 188 -- Proactive Approach 189 -- Chapter 16 Making Positive Change to Your Corporate Culture 193 -- How Corporate Culture Affects Project Management 193 -- Understanding and Analyzing Corporate Culture 198 -- What to Do When You Can't Change or Affect Corporate Culture 200 -- How to Obtain Executive Sponsorship 202 -- What to Do When Executive Sponsorship Is Not as You Hoped 204 -- How to Get Your Sponsor Motivated and Interested in Your Project 207.
Search for related items by subject
- Subject:
- Project management.
Available copies
- 1 of 1 copy available at NC Cardinal. (Show)
- 1 of 1 copy available at Iredell County Public Library.
Holds
- 0 current holds with 1 total copy.
Show Only Available Copies
| Location | Call Number / Copy Notes | Barcode | Shelving Location | Status | Due Date |
|---|---|---|---|---|---|
| Statesville Main Library | 658.404 MOR (Text) | 33114016191181 | Adult Nonfiction | Available | - |
Accessibility Features
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| LDR | 06039nam a2200337 a 4500 | ||
|---|---|---|---|
| 001 | 126746 | ||
| 003 | CARDINAL | ||
| 005 | 20131130141325.0 | ||
| 008 | 080313s2008 nyua 001 0 eng | ||
| 010 | . | ‡a 2008011895 | |
| 020 | . | ‡a9780814409886 ‡q(hardcover) | |
| 020 | . | ‡a0814409881 ‡q(hardcover) | |
| 035 | . | ‡a(OCoLC)214282421 | |
| 040 | . | ‡aDLC ‡beng ‡erda ‡cDLC ‡dBAKER ‡dBTCTA ‡dC#P ‡dDLC ‡dUtOrBLW | |
| 082 | 0 | 0. | ‡a658.4/04 ‡222 |
| 100 | 1 | . | ‡aMorris, Rick A., ‡d1972- ‡0(CARDINAL)293468 |
| 245 | 1 | 0. | ‡aProject management that works : ‡breal-world advice on communicating, problem solving, and everything else you need to know to get the job done / ‡cRick A. Morris with Brette McWhorter Sember. |
| 264 | 1. | ‡aNew York : ‡bAmerican Management Association, ‡c[2008] | |
| 264 | 4. | ‡c©2008 | |
| 300 | . | ‡axx, 219 pages : ‡billustrations ; ‡c24 cm | |
| 336 | . | ‡atext ‡btxt ‡2rdacontent | |
| 337 | . | ‡aunmediated ‡bn ‡2rdamedia | |
| 338 | . | ‡avolume ‡bnc ‡2rdacarrier | |
| 500 | . | ‡aIncludes index. | |
| 505 | 0 | 0. | ‡gChapter 1 ‡tUnderstanding Yourself ‡g1 -- ‡tDISC Profile ‡g4 -- ‡tFostering Communication ‡g7 -- ‡tResponding to Types ‡g7 -- ‡tWorking Through Weakness ‡g9 -- ‡gChapter 2 ‡tCommunicating on All Levels ‡g11 -- ‡tDetermining Sponsor Styles ‡g12 -- ‡tDelivering Information ‡g13 -- ‡tCrafting the Message ‡g14 -- ‡tTeam DISC Profiles ‡g16 -- ‡tAdjusting the Message ‡g17 -- ‡tProper Communications Management ‡g20 -- ‡tCommunications Documents ‡g21 -- ‡gChapter 3 ‡tBe Trustworthy ‡g27 -- ‡tCoping with Questions ‡g28 -- ‡tQualifying the Question ‡g29 -- ‡tDon't Lie! ‡g30 -- ‡tDealing with Fear ‡g31 -- ‡tAdmitting You Are Wrong ‡g32 -- ‡tHow to Fix Things If you Haven't Told the Truth ‡g36 -- ‡tSometimes It Can't Be Fixed ‡g37 -- ‡gChapter 4 ‡tTurning Around Failing Projects ‡g41 -- ‡tHow to Spot a Project That Is on Its Way Down ‡g42 -- ‡tSomeone Isn't Being Heard ‡g43 -- ‡tWatch the Ego ‡g46 -- ‡tWhen It's Wrong, It's Wrong ‡g47 -- ‡tStopping a Project Before It Starts ‡g48 -- ‡t"It Is What It Is" ‡g51 -- ‡tHow to Assess the Current Situation and Create an Action Plan That Works ‡g54 -- ‡gChapter 5 ‡tDefining the Word Done ‡g57 -- ‡tDefinition of Done in Project Management ‡g57 -- ‡tTeam Building with the Word Done ‡g59 -- ‡tHow Done Can Set Proper Expectations ‡g60 -- ‡tLack of Historical Information ‡g61 -- ‡tCreating Lessons Learned ‡g62 -- ‡gChapter 6 ‡tApplication of the Iron Triangle (Triple Constraint) ‡g65 -- ‡tWhat Is the Iron Triangle? ‡g65 -- ‡tWhy the Triangle Works ‡g66 -- ‡tHow to Implement the Triangle ‡g69 -- ‡tUse the Triangle for Discovery and Scoping ‡g70 -- ‡tWhy the Triangle Shouldn't Be Used for Project Success ‡g72 -- ‡gChapter 7 ‡tPERT Methodology in Project Planning ‡g75 -- ‡tWhat Is PERT? ‡g76 -- ‡tPERT for Time Estimation ‡g78 -- ‡tHow to Factor Risk into the Equation ‡g79 -- ‡tCreate a Work Breakdown Structure for PERT ‡g80 -- ‡tExamples of PERT in Action ‡g82 -- ‡gChapter 8 ‡tCustomer Focus Starts with Great Requirements ‡g87 -- ‡tCharacteristics of Good Requirements ‡g88 -- ‡tFunctional Requirements Versus Technical Requirements ‡g90 -- ‡tWho Is the Real Customer? ‡g92 -- ‡tWork Breakdown Structure Dictionary ‡g93 -- ‡gChapter 9 ‡tDo Not Sacrifice Your Team at Any Cost! ‡g95 -- ‡tImportance of the Team Relationship ‡g96 -- ‡tHow to Build an Effective Team Relationship ‡g96 -- ‡tInternal Team Satisfaction ‡g99 -- ‡tTeam Building and Conflict Resolution ‡g100 -- ‡t100 Percent/10 Percent Rule ‡g101 -- ‡tHow a Team Can Become Overburdened ‡g103 -- ‡tInteracting with Requestors to Avoid Overburdening ‡g105 -- ‡tDealing with Mandated Dates ‡g106 -- ‡gChapter 10 ‡tMyths About Status Meetings ‡g111 -- ‡tUnderstanding the Purpose of Meetings ‡g112 -- ‡tShould There Be a Meeting? ‡g113 -- ‡tAre Your Meetings Effective? ‡g114 -- ‡tSetting Up a Successful Meeting ‡g116 -- ‡tImportant Rules for Meetings ‡g118 -- ‡tHow to Get a Meeting Back on Track ‡g119 -- ‡tA Big Meeting Faux Pas and Myth ‡g120 -- ‡tTeam Morale Killer ‡g121 -- ‡tHow to Close a Meeting Successfully ‡g121 -- ‡gChapter 11 ‡tPatriots and Scuds ‡g125 -- ‡tDealing with Patriots and Scuds ‡g125 -- ‡tUnderstand Your Own Missiles ‡g127 -- ‡tUnderstanding Missiles ‡g128 -- ‡tUsing Patriots ‡g128 -- ‡tUsing Scuds ‡g128 -- ‡tMissiles in Public ‡g129 -- ‡tMissiles in Corporate Culture ‡g130 -- ‡tAlways Have an Escape Strategy ‡g130 -- ‡gChapter 12 ‡tA Real Risk Assessment ‡g133 -- ‡tWhy Risk Is Important ‡g133 -- ‡tRisk Process ‡g134 -- ‡tWhy People Are Opposed to Risk Management ‡g137 -- ‡tDynamic Risk Assessment ‡g138 -- ‡tBeginning of the Transformation ‡g141 -- ‡tEvolution of the Risk Assessment ‡g142 -- ‡tFinal Product ‡g145 -- ‡tInvolving the Team ‡g148 -- ‡gChapter 13 ‡tHow to Put Risk in a Project Plan ‡g151 -- ‡tThirteenth Floor Principle ‡g152 -- ‡tParkinson's Law ‡g153 -- ‡tMurphy's Law ‡g154 -- ‡tPutting Risk in a Project Plan ‡g155 -- ‡tPresenting Risk to the Sponsor ‡g160 -- ‡tPresenting Risk to the Team ‡g161 -- ‡tUsing Risk ‡g161 -- ‡gChapter 14 ‡tData Rules All! ‡g165 -- ‡tCollecting Data ‡g166 -- ‡tMining Data from Lessons Learned ‡g170 -- ‡tMaking Emotional Conversations Unemotional ‡g171 -- ‡t"Drop Everything" Does Not Mean Drop Everything! ‡g174 -- ‡tUsing Data in Conflict Situations ‡g175 -- ‡tCountering Data That Is Harmful to the Project ‡g181 -- ‡gChapter 15 ‡tProject Manager: The Strategic Resource ‡g183 -- ‡tNeeding the Data ‡g184 -- ‡tStrategic Positioning of Project Management ‡g185 -- ‡tWhat CIOs Need to Know ‡g186 -- ‡tWhat PMs Need to Provide ‡g187 -- ‡tSoftware Assistance with Governance ‡g188 -- ‡tProactive Approach ‡g189 -- ‡gChapter 16 ‡tMaking Positive Change to Your Corporate Culture ‡g193 -- ‡tHow Corporate Culture Affects Project Management ‡g193 -- ‡tUnderstanding and Analyzing Corporate Culture ‡g198 -- ‡tWhat to Do When You Can't Change or Affect Corporate Culture ‡g200 -- ‡tHow to Obtain Executive Sponsorship ‡g202 -- ‡tWhat to Do When Executive Sponsorship Is Not as You Hoped ‡g204 -- ‡tHow to Get Your Sponsor Motivated and Interested in Your Project ‡g207. |
| 650 | 0. | ‡aProject management. ‡0(CARDINAL)242354 | |
| 700 | 1 | . | ‡aSember, Brette McWhorter, ‡d1968- ‡0(CARDINAL)293156 |
| 902 | . | ‡aMARCIVE 201809 | |
| 902 | . | ‡aMARCIVE 201909 | |
| 902 | . | ‡aMARCIVE 201912 | |
| 901 | . | ‡a126746 ‡bISxN ‡c126746 ‡tbiblio | |
