000			06293nam a2200289 a 4500
001			33915
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020			_a9780750682466 (hbk.)
020			_a0750682469 (hbk.)
050	1	4	_aHD62.4 _b.M67 2008
090			_aHD 62.4 .M67 2008
100	1		_aMoran, Robert T., _d1938- _9102028
245	1	0	_aLeading global projects : _bfor professional and accidental project leaders / _cRobert T. Moran and William E. Youngdahl.
250			_a1st ed.
260			_aAmsterdam ; _aBoston : _bButterworth-Heinemann/Elsevier, _c2008.
300			_axxi, 247 p. : _bill. ; _c24 cm.
504			_aIncludes bibliographical references and index.
505	0	0	_g1 _tLeading Global Projects _g1 -- _tAccidental Project Managers _g4 -- _tGlobal Project Leadership Imperative _g6 -- _tGetting Strategic About Global Projects _g7 -- _tThe Cultural Context of Project Leadership _g9 -- _tWhat is "Culture" _g10 -- _tA "Cultural" Mistake _g14 -- _tDenial _g14 -- _tTwo Typical Leaders of Global Projects _g16 -- _tCulture is Learned _g17 -- _tCulture is Complex _g19 -- _tUnderstanding and Communication _g25 -- _gExample 1 _tMr. Sim's Invitation _g26 -- _gExample 2 _tAvianca Crash _g27 -- _tThe "Hard" Soft Skills of Project Leadership _g28 -- _tGlobal Project Leadership Realities _g30 -- _g2 _tWhat Every Project Leader Needs to Know About Project Management Fundamentals _g31 -- _tThe Strategy Connection _g33 -- _tFinancial Value _g35 -- _tCustomer Value _g35 -- _tTactical Value _g36 -- _tOrganizational Value _g36 -- _tCompliance Value _g36 -- _tStrategic Value _g37 -- _tCompeting for Scarce Resources in a Multi-Project World _g37 -- _tGet the Assumptions and Constraints on the Table _g45 -- _tThe Project Plan _g46 -- _tScope Management _g47 -- _tRisk Management _g49 -- _tProject Time Management _g53 -- _tEstimating How Long Something Will Take _g54 -- _tThe Critical Path _g55 -- _tManaging the Project Budget _g57 -- _tProject Management Fundamentals _g61 -- _g3 _tThe Project Story _g63 -- _tAspiration and Facts _g65 -- _tThe What-Why Dance _g66 -- _tProject Value Elevator Speech _g67 -- _tVisions from on High _g69 -- _tCreating the Project Vision Statement _g71 -- _tRapid Project Visioning Exercise _g75 -- _tThe Project Snapshot _g80 -- _tThe Project Exit Story _g82 -- _tLearning from Project Stories _g84 -- _tThe Power of Stories _g87 -- _tProject Story Imperatives _g88 -- _g4 _tCross-Cultural and Cross-Functional Project Leadership Skills _g89 -- _tA Newspaper Column _g93 -- _tCultural Filters _g94 -- _tStereotypes _g95 -- _tGlobal Leaders as Learners _g97 -- _gMini-Case 1 _tResponding to an e-mail? _g98 -- _tAn e-mail from a New Boss _g98 -- _gMini-Case 1 _tResponding to an e-mail - Alternative _g99 -- _gMini-Case 2 _tGerman/Japanese Direct Negotiations _g99 -- _gMini Case 2 _tGerman/Japanese Direct Negotiations - Alternative _g100 -- _tLesson _g101 -- _gMini-Case 3 _tGiving/Receiving Feedback on Project Teams _g101 -- _gMini-Case 3 _tGiving/Receiving Feedback on Project Teams - Alternative _g102 -- _gMini-Case 4 _tA Common Vision Across Functions _g102 -- _gMini-Case 4 _tA Common Vision Across Functions - Alternative _g103 -- _gMini-Case 5 _tA Hurt Medical Director _g104 -- _gMini-Case 5 _tA Hurt Medical Director - Alternative _g105 -- _tA Framework _g105 -- _tA Great Project Leadership Story _g108 -- _tFraming the Problem _g110 -- _tLeaders Handling Two Swords at the Same Time _g112 -- _tThe English Language as the Language of Business _g113 -- _tExamples of Humor _g115 -- _tSummary Check List _g115 -- _g5 _tInfluencing and Negotiating _g119 -- _tSeeking Alignment Through Influence _g122 -- _tDeveloping an Influencing Strategy _g129 -- _tInfluencing Exercise _g135 -- _tReading Nonverbal Signals _g137 -- _tNegotiating in Global Projects _g139 -- _tA Framework for Global Negotiations _g141 -- _tInfluencing Without Authority and Turning Conflicts into Cooperation _g146 -- _tWhat is Conflict? _g148 -- _tInfluencing Imperatives _g150 -- _g6 _tWhat Project Team Members Need from Us _g153 -- _tThe Case of the Brazilian Caddie _g154 -- _tGlobal Project Teams: A Primer _g161 -- _tStages of Team Development _g162 -- _tResearch on Project Synergy _g167 -- _tLeading Global Projects Quiz _g169 -- _tA Framework for Identifying What Blocks Motivation and Performance _g171 -- _tDealing with "Interesting" People _g177 -- _tPersistence and Optimism _g178 -- _tWhat Virtual Project Team Members Need _g179 -- _tWhat Team Members Need from Us - Imperatives _g181 -- _g7 _tLeading Projects at the Edge of Chaos _g183 -- _tUnderstanding Chaos _g187 -- _tComplexity and Uncertainty _g192 -- _tEarly Warning Signs _g194 -- _tExpressed Confusion About the Strategy That the Project is Fulfilling _g195 -- _tReal or Perceived Confusion About the Project Scope _g196 -- _tProject Team Members Focusing on Work Unrelated to the Project _g196 -- _tIsolated Virtual Team Members _g197 -- tStuck in the Glue of a Fuzzy Front End _g197 -- _tThe Perfect Storm _g198 -- _tClarity-Seeking Project Leadership _g201 -- _tIdentify and Communicate Project Scope and the Link Between Scope and Strategy _g201 -- _tCarve Long-Duration Projects and Tasks into Value-Producing Chunks _g202 -- _tAsk the Critical Three Questions Frequently, Daily if Possible _g203 -- _tSimplify _g204 -- _tLeverage Diversity to Achieve Project reakthroughs _g205 -- _tPerform Project Team Tune-Ups on a Regular Basis _g205 -- _tEngage in Lateral Thinking to Minimize ssumptions and Explore Butterfly Effects _g206 -- _tStructure Your Project by Project Type _g207 -- _tEdge of Chaos Realities _g209 -- _g8 _tShaking Up the Project Team _g211 -- _tThe Change Process _g217 -- _tChange Implementation Insights _g218 -- _tChange Imperatives _g223 -- _g9 _tLeadership/Culture/Project Management: Capturing the Learnings _g225 -- _tMethods of Learning _g226 - _tAction Learning _g227 -- _tLearning Logs _g232 -- _tCapturing the Learning Imperatives _g234 -- _g10 _tMindstretching Question, Summary, and Epilogue _g235 -- _tMindstretching Question _g236.
650		0	_aInternational business enterprises _xManagement. _9102030
650		0	_aLeadership. _9102031
650		0	_aExecutive ability. _9102033
700	1		_aYoungdahl, William E. _9102035
907			_a33915 _b11-27-11 _c11-27-11
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