Checkered Flag Projects
Ten Rules for Creating and Managing Projects that Win!
2nd Edition
Published on 23. May 2002
Book
Hardback
176 pages
978-0-13-009399-8 (ISBN)
Description
Checkered Flag Projects teaches you outstanding project management skills-fast! Short, to the point, and full of great ideas, it identifies 10 key rules that dramatically increase the likelihood of project success and shows exactly how to use those rules to win in any assignment. It delivers realistic solutions for every project, no matter how complex - from handling conflict to making the most of advanced project management technologies.
More details
Edition
2nd edition
Language
English
Place of publication
Upper Saddle River
United States
Publishing group
Pearson Education (US)
Target group
Professional and scholarly
Dimensions
Height: 236 mm
Width: 160 mm
Thickness: 17 mm
Weight
460 gr
ISBN-13
978-0-13-009399-8 (9780130093998)
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
Persons
W. ALAN RANDOLPH is Professor of Management in the Robert G. Merrick School of Business, University of Baltimore, in Baltimore, Maryland, and senior consulting partner with The Ken Blanchard Companies in Escondido, California.
He consults and leads workshops on a wide range of topics, including global business leadership, teamwork, project management, performance management, and empowerment issues, for such companies as Analog Devices, PricewaterhouseCoopers, Robbins-Gioia, Cargill, and the St. Paul Companies.
His articles on empowerment and project leadership have been published in the Harvard Business Review, Sloan Management Review, Organizational Dynamics, and many other leading business journals. With Ken Blanchard and John P. Carlos, he is co-author of Empowerment Takes More Than a Minute, a BusinessWeek best seller that has been translated into 13 foreign languages and recently updated and re-released. Randolph is also co-author of The 3 Keys to Empowerment: Release the Power within People for Astonishing Results.
BARRY Z. POSNER is Professor of Leadership and Dean at the Leavey School of Business at Santa Clara University, in Santa Clara, California.
A frequent conference speaker and workshop facilitator, he has worked with organizations including Merck, Hewlett-Packard, L.L. Bean, Alcoa of Australia, TRW, Mervyn's, Lockheed Martin, Levi Strauss, Kaiser Permanente Health Care, Motorola, the U.S. Postal Service, the Conference Board of Canada, Applied Materials, Network Appliance, and Accenture.
With Jim Kouzes, he is author of The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations. With over one million copies in print, this book has been the Featured Selection of several book clubs, was named book of the year by the American Council of Health Care Executives, received the Critic's Choice Award from the nation's book review editors, and has been translated into over 15 foreign languages.
He consults and leads workshops on a wide range of topics, including global business leadership, teamwork, project management, performance management, and empowerment issues, for such companies as Analog Devices, PricewaterhouseCoopers, Robbins-Gioia, Cargill, and the St. Paul Companies.
His articles on empowerment and project leadership have been published in the Harvard Business Review, Sloan Management Review, Organizational Dynamics, and many other leading business journals. With Ken Blanchard and John P. Carlos, he is co-author of Empowerment Takes More Than a Minute, a BusinessWeek best seller that has been translated into 13 foreign languages and recently updated and re-released. Randolph is also co-author of The 3 Keys to Empowerment: Release the Power within People for Astonishing Results.
BARRY Z. POSNER is Professor of Leadership and Dean at the Leavey School of Business at Santa Clara University, in Santa Clara, California.
A frequent conference speaker and workshop facilitator, he has worked with organizations including Merck, Hewlett-Packard, L.L. Bean, Alcoa of Australia, TRW, Mervyn's, Lockheed Martin, Levi Strauss, Kaiser Permanente Health Care, Motorola, the U.S. Postal Service, the Conference Board of Canada, Applied Materials, Network Appliance, and Accenture.
With Jim Kouzes, he is author of The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations. With over one million copies in print, this book has been the Featured Selection of several book clubs, was named book of the year by the American Council of Health Care Executives, received the Critic's Choice Award from the nation's book review editors, and has been translated into over 15 foreign languages.
Content
About the Authors.
Acknowledgments.
Introduction.
Managing Projects: Challenge and Opportunity.
Becoming an Effective Project Leader. Learning the 10 Rules for Creating and Managing. Checkered Flag Projects.
Rule One: Clarify the Project Goal.
Setting Project Goals That Are Clear and Compelling. The Criteria to Use-"Power Goals". Pinpointed. Owned. Well Defined. Energizing. Resource Framed. An Example of a Really Important Goal. Summary: Rule One.
Rule Two: Use Objectives to Define Responsibilities.
Problems in Setting Objectives. Focusing Too Narrowly. Using Reward Systems That Inhibit Teamwork. Responsibility but Not Enough Authority. Summary: Rule Two.
Rule Three: Establish Checkpoints, Activities, Relationships, and Time Estimates.
Examining the Noah's Ark Project. Monitoring as Motivation. Determining Relationships Among the Activities. Estimating Time, Cost, and Other Resources. Final Thoughts on Building a CART. Summary: Rule Three.
Rule Four: Supercharge the Plan with a Picture.
Understanding Gantt Charts. Understanding PERT Charts. Working with Gantt and PERT Charts. Getting Projects Back on Track. A Note on Computer Software. Summary: Rule Four.
Rule Five: Develop an Empowered Project Team.
Know Yourself. Know Others: All Behavior Makes Sense. Know Others: All People Are Motivated. Know Others: People Are Unique. Know How to Create an Empowered Project Team.
Stage One: Orientation. Stage Two: Dissatisfaction. Stage Three: Resolution. Stage Four: Productivity. Stage Five: Termination. Stage Postview. Summary: Rule Five.
Rule Six: Reinforce People's Motivation and Energy.
Drawing upon Internal Motivation. Building and Maintaining Energy. Tapping People's Motivation and Energy. Summary: Rule Six.
Rule Seven: Inform Everyone Regularly.
Barriers to Effective Information Flow. Getting Your Message Across Effectively. Listening for Impact. Summary: Rule Seven.
Rule Eight: Vitalize People with Energy from Conflicts.
Types of Conflict in Projects. Encountering Conflicts over the Life of a Projects. Causes of Conflict in Projects. Building Agreements that Vitalize. Successful Negotiators of Conflict. Summary: Rule Eight.
Rule Nine: Empower Yourself and Others.
Six Sources of Power. Position Sources of Power. Personal Sources of Power. Power and Performance. Using Power to Get the Results You Want. Building and Using Referent Power. Building and Using Relationship Power. Building and Using Expert Power. Using Legitimate Power. Using Reward Power. Using Coercive Power. Giving People What They Want (Need) from Their Leaders. Summary: Rule Nine.
Rule Ten: Risk Being Creative.
Blocks to Creativity. Facilitating Creativity and Innovation. Developing Better Ideas for Your Projects. Summary: Rule Ten.
Driving to the Checkered Flag.
References.
Index.
Acknowledgments.
Introduction.
Managing Projects: Challenge and Opportunity.
Becoming an Effective Project Leader. Learning the 10 Rules for Creating and Managing. Checkered Flag Projects.
Rule One: Clarify the Project Goal.
Setting Project Goals That Are Clear and Compelling. The Criteria to Use-"Power Goals". Pinpointed. Owned. Well Defined. Energizing. Resource Framed. An Example of a Really Important Goal. Summary: Rule One.
Rule Two: Use Objectives to Define Responsibilities.
Problems in Setting Objectives. Focusing Too Narrowly. Using Reward Systems That Inhibit Teamwork. Responsibility but Not Enough Authority. Summary: Rule Two.
Rule Three: Establish Checkpoints, Activities, Relationships, and Time Estimates.
Examining the Noah's Ark Project. Monitoring as Motivation. Determining Relationships Among the Activities. Estimating Time, Cost, and Other Resources. Final Thoughts on Building a CART. Summary: Rule Three.
Rule Four: Supercharge the Plan with a Picture.
Understanding Gantt Charts. Understanding PERT Charts. Working with Gantt and PERT Charts. Getting Projects Back on Track. A Note on Computer Software. Summary: Rule Four.
Rule Five: Develop an Empowered Project Team.
Know Yourself. Know Others: All Behavior Makes Sense. Know Others: All People Are Motivated. Know Others: People Are Unique. Know How to Create an Empowered Project Team.
Stage One: Orientation. Stage Two: Dissatisfaction. Stage Three: Resolution. Stage Four: Productivity. Stage Five: Termination. Stage Postview. Summary: Rule Five.
Rule Six: Reinforce People's Motivation and Energy.
Drawing upon Internal Motivation. Building and Maintaining Energy. Tapping People's Motivation and Energy. Summary: Rule Six.
Rule Seven: Inform Everyone Regularly.
Barriers to Effective Information Flow. Getting Your Message Across Effectively. Listening for Impact. Summary: Rule Seven.
Rule Eight: Vitalize People with Energy from Conflicts.
Types of Conflict in Projects. Encountering Conflicts over the Life of a Projects. Causes of Conflict in Projects. Building Agreements that Vitalize. Successful Negotiators of Conflict. Summary: Rule Eight.
Rule Nine: Empower Yourself and Others.
Six Sources of Power. Position Sources of Power. Personal Sources of Power. Power and Performance. Using Power to Get the Results You Want. Building and Using Referent Power. Building and Using Relationship Power. Building and Using Expert Power. Using Legitimate Power. Using Reward Power. Using Coercive Power. Giving People What They Want (Need) from Their Leaders. Summary: Rule Nine.
Rule Ten: Risk Being Creative.
Blocks to Creativity. Facilitating Creativity and Innovation. Developing Better Ideas for Your Projects. Summary: Rule Ten.
Driving to the Checkered Flag.
References.
Index.