The Human Aspects Of Project Management Managing The Project Team

Today, project managers operate in a global environment and work on joint projects characterized by cultural diversity. Teamwork is the key to project success. This book focuses on developing and sustaining the project team throughout the project life cycle and promotes working inter-dependently in a climate of mutual trust and a win-win atmosphere. It will help readers understand the stages of team development, build strong project teams by eliminating barriers to high performance, select and organize the project team for success by gaining commitment through participative decision-making, and develop a matching skill and responsibility matrix. After reading this book, project leaders should be able to create an environment to facilitate open and effective communication, develop trust and motivation within the project team, and develop appropriate team leadership styles and strategies to suit the project. This book is Volume Three of The Human Aspects of Project Management Series. Look for Volume One and Two of The Human Aspects of Project Management Series: Organizing Projects for Success and Human Resource Skills for the Project Manager.

Annotation Today, project managers operate in a global environment and work on joint projects characterized by cultural diversity. Teamwork is the key to project success. This book focuses on developing and sustaining the project team throughout the project life cycle and promotes working interdependently in a climate of mutual trust and a win-win atmosphere. It will help readers understand the stages of team development, build strong project teams by eliminating barriers to high performance, select and organize the project team for success by gaining commitment through participative decision-making, and develop a matching skill and responsibility matrix. After reading this book, project leaders should be able to create an environment to facilitate open and effective communication, develop trust and motivation within the project team, and develop appropriate team leadership styles and strategies to suit the project. This book is Volume Three of The Human Aspects of Project Management series.

Drawing together literature from project management, human resource management, organizational psychology, general management, and many other diverse sources, this series provides a mini-library of information about managing a project's most valuable asset -- its personnel.

"Most project managers concentrate on planning, budgeting and administration. But the critical factor is always the human one - the 'people side.' This book shows how to manage relationships with clients, sponsors and members of the project team themselves." "The authors - both experienced project leaders - first of all identify the key players. They go on to discuss the interactions that take place among them and then analyse the impact of these interactions on scheduling, budgeting, change management, monitoring and other project activities. In doing so they examine the psychological and political problems that can arise and suggest ways to deal with them." "Project managers will learn from this book how to improve their working relationships with team members, clients and senior managers; how to evaluate the impact of their actions on all relevant parties; how to encourage greater involvement of all participants in a project; how to overcome barriers to effective communication; and how to generate increased productivity." "The book will also be useful to others involved in the project environment, including senior managers, project team members and project sponsors."--BOOK JACKET.Title Summary field provided by Blackwell North America, Inc. All Rights Reserved

Complexity in projects may be one of those things that are difficult to define, but easy to recognize when encountered. Or maybe not so easy. This collection of analyses deals with complexity in a way that will appeal to both academics and practitioners. It arises from a series of four academic-business roundtables sponsored by the Project Management Institute in the U.S., Australia, Malta, and Brazil. Researchers will appreciate the academic rigor of the content and practitioners will appreciate the generally reader-friendly style and tone. The opening chapter offers that elusive definition and provides the foundation for common understanding. The next four chapters compose the theoretical portion of the book, establishing the underpinning concepts related to systems thinking, systems engineering, chaos or complexity theory, and behavioral and cognitive aspects. The remainder of the book is more practice-oriented. It is a serious attempt to pull together what is currently known and understood about the topic, to help practitioners and their managers improve future practice, and to guide research into answering those questions that will best help to improve understanding of the topic.

In Human Factors in Project Management, author Zachary Wonga noted trainer and acclaimed leader of more than 250 project teamsprovides a summary of "people-based" managementskills and techniques that can be applied when working in a team environment. This comprehensive resource brings together in one book new and current models in team motivation and integrates the most significant concepts in team motivation and behaviors into a single set of principles called "Human Factors." Wong shows how these factors can be applied to the most challenging issues facing project managers today including Motivating a diverse workforce Facilitating team decisions Resolving interpersonal conflicts Managing difficult people Strengthening team accountability Communications Leadership