TY  - BOOK
AU  - Moran,Robert T.
AU  - Youngdahl,William E.
TI  - Leading global projects : : for professional and accidental project leaders / 
SN  - 9780750682466 (hbk.)
AV  - HD62.4 .M67 2008 
PY  - 2008///.
CY  - Amsterdam, Boston
PB  - Butterworth-Heinemann/Elsevier
KW  - International business enterprises
KW  - Management.
KW  - Leadership.
KW  - Executive ability.
N1  - Includes bibliographical references and index.; 1; Leading Global Projects; 1 --; Accidental Project Managers; 4 --; Global Project Leadership Imperative; 6 --; Getting Strategic About Global Projects; 7 --; The Cultural Context of Project Leadership; 9 --; What is "Culture"; 10 --; A "Cultural" Mistake; 14 --; Denial; 14 --; Two Typical Leaders of Global Projects; 16 --; Culture is Learned; 17 --; Culture is Complex; 19 --; Understanding and Communication; 25 --; Example 1; Mr. Sim's Invitation; 26 --; Example 2; Avianca Crash; 27 --; The "Hard" Soft Skills of Project Leadership; 28 --; Global Project Leadership Realities; 30 --; 2; What Every Project Leader Needs to Know About Project Management Fundamentals; 31 --; The Strategy Connection; 33 --; Financial Value; 35 --; Customer Value; 35 --; Tactical Value; 36 --; Organizational Value; 36 --; Compliance Value; 36 --; Strategic Value; 37 --; Competing for Scarce Resources in a Multi-Project World; 37 --; Get the Assumptions and Constraints on the Table; 45 --; The Project Plan; 46 --; Scope Management; 47 --; Risk Management; 49 --; Project Time Management; 53 --; Estimating How Long Something Will Take; 54 --; The Critical Path; 55 --; Managing the Project Budget; 57 --; Project Management Fundamentals; 61 --; 3; The Project Story; 63 --; Aspiration and Facts; 65 --; The What-Why       Dance; 66 --; Project Value Elevator Speech; 67 --; Visions from on High; 69 --; Creating the Project Vision   Statement; 71 --; Rapid Project Visioning Exercise; 75 --; The Project Snapshot; 80 --; The Project Exit Story; 82 --; Learning from Project Stories; 84 --; The Power of Stories; 87 --; Project Story Imperatives; 88 --; 4; Cross-Cultural and Cross-Functional Project Leadership Skills; 89 --; A Newspaper Column; 93 --; Cultural Filters; 94 --; Stereotypes; 95 --; Global Leaders as Learners; 97 --; Mini-Case 1; Responding to an e-mail?; 98 --; An e-mail from a New Boss; 98 --; Mini-Case 1; Responding to an e-mail - Alternative; 99 --; Mini-Case 2; German/Japanese Direct Negotiations; 99 --; Mini Case 2; German/Japanese        Direct Negotiations - Alternative; 100 --; Lesson; 101 --; Mini-Case 3; Giving/Receiving Feedback on Project Teams; 101 --; Mini-Case 3; Giving/Receiving Feedback on Project Teams - Alternative; 102 --; Mini-Case 4; A Common Vision Across Functions; 102 --; Mini-Case 4; A Common Vision Across Functions - Alternative; 103 --; Mini-Case 5; A Hurt Medical Director; 104 --; Mini-Case 5; A Hurt Medical Director - Alternative; 105 --; A Framework; 105 --; A Great Project Leadership Story; 108 --; Framing the Problem; 110 --; Leaders Handling Two Swords at the Same Time; 112 --; The English Language as the Language of Business; 113 --; Examples of Humor; 115 --; Summary Check List; 115 --; 5; Influencing and Negotiating; 119 --; Seeking Alignment Through Influence; 122 --; Developing an Influencing Strategy; 129 --; Influencing Exercise; 135 --; Reading Nonverbal Signals; 137 --; Negotiating in Global Projects; 139 --; A Framework for Global Negotiations; 141 --; Influencing Without Authority and Turning Conflicts into Cooperation; 146 --; What is Conflict?; 148 --; Influencing Imperatives; 150 --; 6; What Project Team Members Need from Us; 153 --; The Case of the Brazilian Caddie; 154 --; Global Project Teams: A Primer; 161 --; Stages of Team Development; 162 --; Research on Project Synergy; 167 --; Leading Global     Projects Quiz; 169 --; A Framework for Identifying What Blocks Motivation and Performance; 171 --; Dealing with      "Interesting" People; 177 --; Persistence and Optimism; 178 --; What Virtual Project Team Members Need; 179 --; What Team Members Need from Us - Imperatives; 181 --; 7; Leading Projects at the Edge of Chaos; 183 --; Understanding Chaos; 187 --; Complexity and Uncertainty; 192 --; Early Warning Signs; 194 --; Expressed Confusion About the Strategy That the Project is Fulfilling; 195 --; Real or Perceived Confusion About the Project Scope; 196 --; Project Team Members Focusing on Work Unrelated to the Project; 196 --; Isolated Virtual Team Members; 197 -- tStuck in the Glue of a Fuzzy Front End; 197 --; The  Perfect Storm; 198 --; Clarity-Seeking Project Leadership; 201 --; Identify and Communicate Project Scope and the Link Between Scope and Strategy; 201 --; Carve Long-Duration Projects and Tasks into Value-Producing Chunks; 202 --; Ask the Critical Three Questions Frequently, Daily if Possible; 203 --; Simplify; 204 --; Leverage Diversity to Achieve Project reakthroughs; 205 --; Perform Project Team Tune-Ups on a Regular Basis; 205 --; Engage in Lateral Thinking to Minimize ssumptions and Explore Butterfly Effects; 206 --; Structure Your Project by Project Type; 207 --; Edge of Chaos Realities; 209 --; 8; Shaking Up the Project Team; 211 --; The Change Process; 217 --; Change Implementation Insights; 218 --; Change Imperatives; 223 --; 9; Leadership/Culture/Project Management: Capturing the Learnings; 225 --; Methods of Learning; 226 -; Action Learning; 227 --; Learning Logs; 232 --; Capturing the Learning Imperatives; 234 --; 10; Mindstretching Question, Summary, and Epilogue; 235 --; Mindstretching Question; 236.
ER  -