This book is about project success and the secret to achieving this success, effective project leadership. Filled with samples, templates, and guidelines, it covers the five principles of effective project leadership: building vision, nurturing collaboration, promoting performance, cultivating learning, and ensuring results. Using nontechnical language, this practical guide explains how to integrate these principles into daily work to help you effectively set up, manage, and align your projects for success.

No project management training? No problem! In today’s workplace, employees are routinely expected to coordinate and manage projects. Yet, chances are, you aren’t formally trained in managing projects—you’re an unofficial project manager. FranklinCovey experts Kory Kogon and Suzette Blakemore understand the importance of leadership in project completion and explain that people are crucial in the formula for success. This updated and revised edition of Project Management for the Unofficial Project Manager offers practical, real-world insights for effective project management and guides you through the essentials of the value, people, and project management process: Scope Plan Engage Track and Adapt Close If you’re struggling to ensure multiple projects are finished with high value and on time, this book is for you. If you manage projects without the benefit of a team, this book is also for you. Change the way you think about project management—"project manager" may not be your official title, but with the right strategies, you can excel in this project economy.

"Project Leadership unveils a chapter-by-chapter program for developing the skills of a leader. You discover techniques for matching individuals' talents to specific tasks ... skills for delegating authority without fear of losing control ... physical approaches for quickly building rapport with other persons ... tips for acquiring credibility in an unfamiliar setting ... and much more."--BOOK JACKET.

Badaracco (business ethics, Harvard) observes that the most effective leaders are rarely public heroes or high-profile champions of causes. His study of "quiet leadership," carried out over four years, presents a series of stories describing quiet leaders at work and drawing practical lessons for executives and aspiring corporate leaders. The cases include a hospital CEO dealing with a case of sexual harassment; a bank president under pressure to remove underperforming but longtime employees; and a high-tech marketing rep who learned that his company was dumping obsolete equipment on its small customers. Annotation copyrighted by Book News, Inc., Portland, OR

The issue of what defines project success (or failure) is complex and often elusive, and dependent on the perceptions of different stakeholders. In this enlightening book Emanuel Camilleri examines the key factors bearing on perceived success or failure. This book is not just about project management, it goes much deeper into the topic of project success by prescribing a project success framework. In chapters dedicated to factors such as leadership, teams, communication, information management and risk management, the author shines a light on the key behaviours in which project managers and others engage and how those behaviours predict success or failure. Practising project managers, project board members and sponsors, struggling to manage conflicting stakeholder expectations, complexity and ambiguity, will learn which factors are vital to determining successful outcomes. Finally, having highlighted the particular skills, abilities and attributes identified by the research, Dr Camilleri offers a diagnostic model for assessing an organization's preparedness for undertaking and successfully managing major projects. Project Success provides a valuable contribution to the literature on this subject, and its application delivers practical guidance that will be welcomed by project professionals at all levels.

Today’s new breed, eXtreme projects are different. They feature high speed, high change, high complexity, high risk, and high stress. While traditional projects follow the classic model of ready, aim, fire, eXtreme project managers succeed by shooting the gun and then redirecting the bullet while not loosing sight of their moving target. eXtreme Project Management provides a practical guide for leaders working under high risk and high pressure while producing the desired bottom-line results. Based on Doug DeCarlo’s extensive experience in working with more than 250 project teams, his eXtreme project management model is built around an integrated set of principles, values, skills, tools, and practices proven to consistently work under conditions of rapid change and uncertainty. eXtreme project management is based on the premise that you don’t manage the unknown the same way you manage the known. It’s a people-centric approach to high performance that makes quality of life a fundamental part of the project venture.

Contents- Conflict Management for Project Managers, Nicki S. Kirchof and John R. Adams, 1982.- Contract Administration for the Project Manager, M. Dean Martin, C. Claude Teagarden, and Charles F. Lambreth, 1983.- Negotiating and Contracting for Project Management. Penny Cavendish and M. Dean Martin, 1982.- An Organization Development Approach to Project Management. John R. Adams, C. Richard Bilbro, and Timothy C. Stockert, 1986.- Organizing for Project Management, Dwayne Cable and John R. Adams, 1982.- The Project Manager's Work Environment: Coping With Time and Stress, Paul C. Dinsmore, M. Dean Martin, and Gary T. Huettel, 1985.- Roles and Responsibilities of the Project Manager, John R. Adams and Bryan W. Campell, 1982.- Team Building for Project Managers, Linn C. Stuckenbruck and David Marshall, 1985.