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Project Leadership Black Book by Mind Map: Project Leadership Black Book
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Project Leadership Black Book

Leading

Principles, Paradoxes & Conceits

Stockdale Paradox, Embracing the brutal reality of the moment, Unshakeable belief in the vision

Influence Paradox, Elegant at influencing, Sceptical in being influenced

Projects don't happen in a box, The extended and diverse stakeholder group, Who are they?, The people in the middle, Telling stories

Context and State dependence

Leadership is there whether you are doing it or not

Politics are there whether you participate or not

Mass movements grow, they don't happen wholesale

It's impossible to fully comprehend the system you are changing., Beaufortes Cube

Communicate Paradox: Simplicity beyond complexity, Simple messages required for audience, attention scarcity, large numbers, cognitive limits, Complex subject domain

How to lead

It's not about personality, Preferred type, Capability to act

The myth of team types

How to elicit team behaviours, What are team behaviours?

Mobilisation phase, Recruit for attitude, not experience, Often worth waiting for the right resource

Forming, storming, norming, performing, reforming

Avoiding Acceptable Underperformance

Who is the leader?, Imprinting?, Delegation, You are, are you?, The Bid For Power moment, What to do if you're not the leader

Communicating with influence, Building motivation through engagement, Building emotional content, Creating a model of the world that motivates while fitting-in with concious concepts of the project, Cialdini's findings, Multi-media and experiential, Gettysbury Powerpoint, Viral nature of communications

Leading the Project sub-culture, Start visibly with team meetings, The power of the unconscious and harnessing the subliminal., Getting the team off the treadmill, Triple whammy, Concept, Meaning - engagement, Story - experience, Story scripts, Choosing story script, Conditioning of emotions in a way that people put in discretional effort on behalf of the project

Leader as facilitator

Dammit! Where's that constraint gone?

How decisions are made, Dictator, Consultative Dictator, Collegiate, Vote, Engineered decision (Keppner Trego / Weighting Rating, Scientific process - a comment, Fate, When to make the decision, Assessing decision quality, Strangers to ourselves, Errors in human judgement, The power of "how do we know"?

Feedback and conditioning, Operant, PIC NIC, Pre-operant, Associative

Political savvy, The Drama Triangle & Transaction Analysis, Crucial conversations, Upgrading your Organisational Bullshit Detector, Pro-active politick suppression, Negotiation skills, Techniques

Valuing knowledge and availability

Introduction

Our story

The Time for Project Leadership

Knowledge workers, Leave with valuable resources, Unable to monitor time effort

Project Ubiquity, The rise of the project, From Unreason to Engagement

Project Management Is Failing, The failings of project management, Our rejection of project management, Management de-motivation

Large scale change starts with small projects, Cumulative effect, A built capability, Culture change as a legacy of powerful project subcultures

Project Leadership Activities by Phase

Overview

Project Process - Overview

Initiation Phase

Business Case

Engagement case, Story, Frame

Do's and Don'ts in the project era, Methodologies, Quality assurance, Triple boxing, Is it big enough for you?, Is it hairy enough for you?, Change management is a set of techniques, not a methodolgy, Six Sigma?

Project Charter, Key question

Project Initiation Checklist

Project Organization Chart

Project Scope and Business Objectives

Project types: concrete to abstract

Delivery Phase

Design

Build

Test

Change Request

Track Issues

Project Status Report

Quality Review Meeting

Quick Status Report

Steering Committee Meeting

Resource constraints

Point of no return

Risk based approach

Iterations

Modern practices in the InterWeb 2.x era, Project tools, Crowdsourcing, Virtual teams, Mash-ups, Partnering, Shotgun partnering

Closing Phase

Project Closure Report

It's a people issue

The other point of no return (post natal!)

Operate

The Project Ready Organisation, Executive Level Program Management, Communicate the organisations priorities when resource constraints occur, Lean means not available, Project performance is included in annual review, If it isn't ready, this is your problem., Internal networking and "priming the pump"., Tools for internal networking, Work / Life balance, fairness and other bollocks out of the mouths of adults.

Working alongside on-going operations

Interrelationships of programs and projects; portfolio project management