1. Organizing Information Flows
1.1. Data Inflows
1.2. Information Outflows
1.3. TRAF
1.3.1. Toss
1.3.2. Refer
1.3.3. Act
1.3.4. File
1.4. Knowing Your Audience
1.5. OABC
1.5.1. Opening
1.5.2. Agenda
1.5.3. Body
1.5.4. Closing
1.6. Being Productive
1.7. Prioritizing
1.7.1. Important
1.7.2. Not important
1.7.3. Urgent
1.7.4. Not urgent
2. Planning and Coordinating Projects
2.1. Management Processes and Tools
2.1.1. Processes
2.1.1.1. Initiate
2.1.1.2. Plan
2.1.1.3. Execute
2.1.1.4. Monitor and Control
2.1.1.5. Close
2.1.2. Tools
2.1.2.1. Statement of Work
2.1.2.2. Work Breakdown Structure
2.1.2.3. Resource Leveling
2.1.2.4. GANTT Charts
2.1.2.5. HR Matrix
2.1.2.6. PERT and CPM
2.2. Project Monitoring
2.3. Cost/Schedule Integration Graphs
2.3.1. Cost Variances
2.3.2. Schedule Variances
3. Encouraging and Enabling Compliance
3.1. Understanding Noncompliance
3.2. Strategies to Encourage Compliance
3.2.1. Sticks and Carrots
3.2.2. Hurdles and Fast Tracks
3.2.3. Enlightenment and Conversion
3.3. Costs and Paradoxes
3.3.1. Direct Financial Costs
3.3.2. Reduced Compliance and Effectiveness
3.3.3. Missed Opportunities
3.3.4. Destructive Deviance
3.3.5. Organizational Compliance
3.4. Federal Sentencing Guidelines
3.4.1. Oversight From Higher Ranking Officials
3.4.2. Care in Delegating Authority
3.4.3. Effective Communication
3.4.4. Reasonable Steps to Compliance
3.4.5. Consistent Enforcement of Standards
3.4.6. Reasonable Preventative Measures
3.5. Employee Misbehavior
3.5.1. Triggers
3.5.1.1. Ambiguity About Performance
3.5.1.2. Reward Structures
3.5.1.3. Negative Manager Attitudes
3.5.1.4. Social Pressures to Conform
3.5.2. Explanations From Employees
3.5.2.1. Lack of Knowledge
3.5.2.2. Uncertainty
3.5.2.3. Self-Preservation
3.5.2.4. Justice
3.5.2.5. Morals
4. Measuring and Monitoring Performance and Quality
4.1. Deciding What to Monitor and Measure Success
4.2. Developing a Hierarchy of Measures
4.2.1. Characteristics
4.2.1.1. Responsive
4.2.1.2. Complete
4.2.1.3. Objective
4.2.2. Types
4.2.2.1. Exact Measures
4.2.2.2. Process Measures (Outputs, Inputs)
4.2.2.3. Measures of Initiative Progress
4.2.2.4. Proxy Measures
4.3. Tailoring Measures
4.4. Identifying Drivers
4.4.1. Baldrige Criteria
4.4.2. Other Approaches
4.4.2.1. TQM
4.4.2.2. Kaizen
4.4.2.3. ISO 9000
5. Performance Across Functions
5.1. Cross‐Functional Teams and Traditional Work Structures
5.2. Overcoming Challenges With Cross‐Functional Teams
5.3. Managing Cross-Functionally
5.3.1. Identify Cultural Brokers
5.3.2. Encourage Open-Mindedness
5.3.3. Being Cross Functional With Teams