Download A Survival Guide for Project Managers (2006) by James Taylor PDF

By James Taylor

Whereas the technical aspect of undertaking administration is critical, it really is usually ""people problems"" that derail even the main meticulously deliberate of tasks. A Survival advisor for venture Managers can provide an entire figuring out of what it takes to effectively end a venture, supplying you with not just invaluable instruments like paintings Breakdown time table, Gantt Charts, and community research, but in addition instruments to speak, negotiate, hear, and lead. This functional, basic advisor walks you thru the whole undertaking lifestyles cycle, and exhibits you the way to: * improve the managerial and company abilities required of a undertaking supervisor. * get to the bottom of conflicts and enhance negotiation functions. * comprehend and follow the technical instruments of undertaking administration. * identify venture groups, and foster collaboration between workforce contributors, and extra. Now in its moment version, the e-book has been revised to mirror the most recent model of the PMBOK® consultant, and contains new fabric on issues together with undertaking possibility, cost-schedule index, the undertaking administration place of work, and emotional intelligence because it applies to undertaking administration. choked with beneficial varieties, charts, and different instruments, this can be the last word source for undertaking managers.

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Extra info for A Survival Guide for Project Managers (2006)

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Step 1: Prepare The project manager should be the most knowledgeable person about the project. Many projects are the result of a competitive bid 54 H UMAN S KILLS AND T E C H N I C A L T OO LS Exhibit 3-1. Guidelines for successful negotiations. Guidelines Step 1: Prepare. Strategies Know everything possible about the project. Profile the person with whom you are negotiating. Step 2: Be sensitive to different perceptions. Separate people from the problem. Understand that each person’s view of the project may be different.

Yet project managers have to deal with numerous sources of conflict, and in a manner that does not alienate anyone. Developing this skill should be a high priority for project managers; if they aren’t good negotiators, they should start looking for a new job. This chapter addresses the primary causes of conflict in a project and the skills and personal qualities required to cope with the conflict. 1 Sources of Conflict in a Project Conflict often arises during a project’s life cycle because of one of the following:2 45 46 H UMAN S KILLS AND T E C H N I C A L T OO LS • Priorities—that is, which projects have priority, and do the projects’ priority overshadow general functional work?

The following steps provide a process for preparing typical project management documents. These steps are the result of many years of experience preparing such documents, and they can be applied in any organization in any industry. Step 1: What is the purpose of the document, and who gets the information? In the world of project management, many reports follow a predetermined format. Often, templates of the report are prepared ahead of time, so filling in the blanks is all that is required. Although this approach ensures that reporting is standardized and saves preparation time, it can also create an attitude that the reports are routine.

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