TITLE : TAKE THE LEAD: INTERPERSONAL SKILLS FOR PROJECT MANAGERS.

 
Contents
 
Preface
 
Acknowledgements
 
PART I THE SETTING
 
1 The job of managing change
How this book will help you manage change
What kinds of change?
Managing systems and managing change
What is different about managing change?
Unusual features of this book
 
2 Each project is different
What are the key features?
What forces are driving or restraining the change?
What kind of change is it?
What is the context of the change?
Where are the pitfalls?
Personal checkpoints
 
3 The job of the project manager
What project managers do and the skills they use
Models of change
Key activities of project managers
A new emphasis in project management
Personal checkpoints
 
4 Who has an interest?
Identifying who needs to be influenced
Stakeholders and interest groups
Managing in four directions
Interpersonal skills for project managers
Influencing skills and targets of influence
Planning the approach
Personal checkpoints
 
PART II THE SKILLS FOR MANAGING THE PROCESS OF CHANGE
 
5 Managing up
Communicating with senior management
Creating and selling the vision
Securing resources
What are the danger signals?
Communicating skills for project managers
Ideas for action
Personal checkpoints
 
6 Managing across
Negotiating with colleagues
Ensuring consistent planning and implementation
Creating a sense of ownership
What are the danger signals?
Negotiating skills for project managers
Ideas for action
Personal checkpoints
 
7 Managing the team
Building an effective project team
Providing a focus for the project
Driving the project
Making the most of diversity
What are the danger signals?
Team-building skills for project managers
Ideas for action
Personal checkpoints
 
8 Managing the staff
Involving staff and users
Using experience in planning change
Gaining acceptance of change
What are the danger signals?
Involvement skills for project managers
Ideas for action
Personal checkpoints
 
PART III WIDER ASPECTS OF MANAGING CHANGE PROJECTS
 
9 Managing the content agenda
What needs to be done
Items for the agenda
Clarifying task objectives and benefits
Developing solutions to support the objectives
Bringing it in and handing it on
Personal checkpoints
 
10 Managing the control agenda
Keeping the change on track
Why control?
Elements in the control cycle
Controlling novel and uncertain projects
Finding out what is going on
Personal checkpoints
 
11 The phases and structures of change
Where are we?
Project phases
Interrupted progress and recycled projects
Links to the management structure
Personal checkpoints
 
12 Take the lead
How different is the task?
What are the basic steps?
Interpersonal skills for project managers
 
A guide to further reading
 
Index