Leading Project Teams
An Introduction to the Basics of Project Management and Project Team Leadership
1st Edition
Published on 15. February 2006
Book
Paperback/Softback
184 pages
978-1-4129-0947-1 (ISBN)
Description
Leading Project Teams provides a readable and accessible book on the basics of project management and team leadership. This book is intended as a supplemental text for any class or training situation where the instructor wants to integrate basic project and team leadership skills into his or her other instructional needs.
Leading Project Teams assumes little to no knowledge of project management and quickly leads the reader through the fundamentals including:
- How to start any project by establishing its basic direction, objectives, and deliverables; identifying key project stakeholders, and developing initial estimates of project needs.
- How to break down project work into assignable tasks and organize the project to establish command and control.
- How to estimate the work, resource, cost, and time requirements of any project.
- How to schedule project work with a focus on developing and using Gantt or bar charts.
- How to construct, develop, and lead project teams through the project's life cycle.
- How to identify and work with a wide range of project stakeholders and develop the project leader's social capital.
- How to identify and address the role expectations others have of all project leaders.
- How to write tight, clear project reports that meet the needs of decision makers and other key readers.
Leading Project Teams assumes little to no knowledge of project management and quickly leads the reader through the fundamentals including:
- How to start any project by establishing its basic direction, objectives, and deliverables; identifying key project stakeholders, and developing initial estimates of project needs.
- How to break down project work into assignable tasks and organize the project to establish command and control.
- How to estimate the work, resource, cost, and time requirements of any project.
- How to schedule project work with a focus on developing and using Gantt or bar charts.
- How to construct, develop, and lead project teams through the project's life cycle.
- How to identify and work with a wide range of project stakeholders and develop the project leader's social capital.
- How to identify and address the role expectations others have of all project leaders.
- How to write tight, clear project reports that meet the needs of decision makers and other key readers.
Reviews / Votes
"Leading Project Teams is an ideal supplemental text for any class or training situation where the instructor wants to integrate basic project and team leadership skills into his or her instructional needs. Easy to read, this book quickly leads the reader through fundamentals including how to start a project, how to assign tasks, write clear project reports and much more." -- Indian Management "This book is an excellent introduction to project team leadership, and I recommend that every newly appointed team lead receive a copy of it." -- George KingstonMore details
Edition
First Edition
Language
English
Place of publication
Thousand Oaks
United States
Target group
College/higher education
Dimensions
Height: 229 mm
Width: 152 mm
Weight
255 gr
ISBN-13
978-1-4129-0947-1 (9781412909471)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Person
Anthony T. (Terry) Cobb is an Associate Professor of Management at Virginia Tech. Dr. Cobb has researched and taught in the areas of organizational behavior, organizational change and development, organizational skills and applications, organizational politics, organizational theory, and in management. He has over fifteen years experience teaching Project Management, and has received the MBA Faculty Service Award from the Pamplin College of Business. Dr. Cobb has served on the Executive Board of the Southern Management Association and on the editorial board of the Journal of Management Inquiry. He has also served as Department Head for the Department of Management at Virginia Tech. Dr. Cobb's has published his work in a variety of scholarly and professional outlets including such journals as the Academy of Management Journal, Academy of Management Review, Group and Organization Studies, Consultation, Human Relations, Human Resource Management, the Human Resource Development Quarterly, the Journal of Organizational Change Management, and the Journal of Applied Social Psychology. Dr. Cobb's work has been translated into German, Italian, and Chinese.
Content
CHAPTER ONE - INTRODUCTION
Project Fundamentals
Overview of Book
CHAPTER TWO: DETERMINING THE DIRECTION AND INITIAL SPECIFICATIONS OF A PROJECT
The Project's Mission Statement
Stakeholders in the Project's Mission
The Baltimore Project
The Project's Objectives and Deliverables
Project Parameters: Scope, Costs, and Timeline
Developing and Signing Off on the Project's Charter
The Project Plan
CHAPTER THREE: THE WORK BREAKDOWN STRUCTURE
The Work Breakdown Structure and its Project Role
Producing a WBS
Using the Output of a WBS
CHAPTER FOUR: PROJECT SCHEDULING
Project Schedules: Types and Components
Components of project schedules
How to Develop a Project Schedule: Focus-Gantt Charts
Using the Output of a Project Schedule
Revision of planning assumptions and estimates for the project plan
Making adjustments to the plan throughout the project
Command and control
CHAPTER FIVE: DEVELOPING PROJECT TEAMS
What is a "team"?
What is a successful team?
Fundamentals of Team Structure
Team Development
CHAPTER SIX: THE PROJECT TEAM'S ENVIRONMENT
Stakeholders
Developing and Using Project Networks
CHAPTER SEVEN: LEADING PROJECT TEAMS
The Roles of a Project Leader
Project Leadership and the Project's Life Cycle
Project Leadership and Individual Project Members
CHAPTER EIGHT: WRITING PROJECT REPORTS
Know Your Readers and What They Want
The Project Report
The Body
The "Backend:" Supporting appendices
APPENDIX A: CALCULATING THE CRITICAL PATH USING THE CRITICAL PATH METHOD
APPENDIX B: EARNED VALUE ANALYSIS
Project Fundamentals
Overview of Book
CHAPTER TWO: DETERMINING THE DIRECTION AND INITIAL SPECIFICATIONS OF A PROJECT
The Project's Mission Statement
Stakeholders in the Project's Mission
The Baltimore Project
The Project's Objectives and Deliverables
Project Parameters: Scope, Costs, and Timeline
Developing and Signing Off on the Project's Charter
The Project Plan
CHAPTER THREE: THE WORK BREAKDOWN STRUCTURE
The Work Breakdown Structure and its Project Role
Producing a WBS
Using the Output of a WBS
CHAPTER FOUR: PROJECT SCHEDULING
Project Schedules: Types and Components
Components of project schedules
How to Develop a Project Schedule: Focus-Gantt Charts
Using the Output of a Project Schedule
Revision of planning assumptions and estimates for the project plan
Making adjustments to the plan throughout the project
Command and control
CHAPTER FIVE: DEVELOPING PROJECT TEAMS
What is a "team"?
What is a successful team?
Fundamentals of Team Structure
Team Development
CHAPTER SIX: THE PROJECT TEAM'S ENVIRONMENT
Stakeholders
Developing and Using Project Networks
CHAPTER SEVEN: LEADING PROJECT TEAMS
The Roles of a Project Leader
Project Leadership and the Project's Life Cycle
Project Leadership and Individual Project Members
CHAPTER EIGHT: WRITING PROJECT REPORTS
Know Your Readers and What They Want
The Project Report
The Body
The "Backend:" Supporting appendices
APPENDIX A: CALCULATING THE CRITICAL PATH USING THE CRITICAL PATH METHOD
APPENDIX B: EARNED VALUE ANALYSIS